Supporting Neurodiversity in the Workplace
Around 15% of the UK population is neurodivergent. This means that their brain functions, learns and processes information differently than a neurotypical person. As an employer, neurodiversity in the workplace can be a significant benefit to the business. By leveraging different ways of thinking, you can foster innovation, increase employee engagement and improve retention. In this guide, we’re taking a look at how employers can best support their neurodiverse employees.
What is neurodivergence?
Neurodivergence refers to natural variations in how people think, learn, process information and interact with the world. It can include conditions such as:
ADHD
autism
dyslexia
dyspraxia
dyscalculia
Tourette's syndrome
There is debate about whether other mental health conditions are types of neurodivergence, such as bipolar disorder. Often, neurodivergent people may have one or more conditions, as the characteristics can overlap.
What is important is to treat each employee as an individual, whether they are neurodivergent or not.
How we talk about neurodiversity
Neurodiversity is a catch-all term that covers many conditions, plus we also need to consider where an individual may be on that particular spectrum. How we talk about neurodiversity as a whole, and each individual is important. In the first instance, employers should be led by the individual and how and if they want to share their neurodiversity.
ACAS advises that you use “identity-first” language around neurodiversity. For example, someone is ADHD and not has ADHD. It is rare that in the workplace you would discuss specific people and their conditions unless it was relevant.
Someone could have one or more neurodiverse conditions, and there are some which are more commonly interlinked. You may also have employees going through the process of diagnosis, which is long and complex. This means that it is important that we address the needs of each individual according to what support they need, as opposed to an existing diagnosis or prospective diagnosis.
Why is neurodiversity important in business?
Our culture, experiences and personality types all influence how we think, behave and problem-solve. Having a diverse team means that a business benefits from a range of perspectives and research finds that in doing so, businesses get better results.
Neurodiversity also plays into this. As a neurodivergent person potentially processes information differently, they have approaches and perspectives that neurotypical people cannot access. Their skillsets are different and, when working as part of a team, contribute to the overall business performance.
For example, you may have created a new product, and it’s in the testing stage. The design team may all agree that it works, but there are accessibility issues that haven’t been captured until a diverse range of users have tried the product. This means the end product can be accessed by more potential customers and may give the business an edge over competitors who didn’t have a diverse group of testers.
Diversity is a benefit for all businesses because, ultimately, your customers are diverse.
Neurodiversity and the hiring process
The hiring process is often stacked against neurodivergent people. Social skills are often a key part of the recruitment process, especially at the interview stage. Add the pressure of interviews, plus any exercises that are needed as part of the decision-making process, and it can be difficult for neurodivergent applicants to demonstrate their skills.
Looking at how you adjust the process when you know an applicant has a specific condition can help you find the best candidate for the role and reduce the risk of overlooking talent.
Disability discrimination
Neurodiverse employees are often at risk of disability discrimination. Employers need to be aware that neurodiversity can potentially be protected under the Equality Act 2010. It depends on the impact their neurodivergence has on their lives. Therefore, neurodivergent employees should not be overlooked for roles or promotion.
Employers can also foster a culture of inclusivity that will help reduce discrimination at work for neurodivergent people. This can be understanding different ways of working and supporting the strengths across the whole team.
Supporting neurodiversity and reasonable adjustments
It’s important that employers support their neurodiverse people because, often, our ways of working are not set up for the 1 in 7 people with neurodiversity.
For example, not all employees are able to effectively manage their time. Some dyslexic and ADHD employees may struggle with deadlines, but for different reasons. Being aware of this and building deadlines into how someone works, in a way which works for them, helps the whole team achieve.
Role of managers
Managers are key to supporting neurodiverse employees in the workplace. Part of the management role is enabling high-performing teams, which comes from embracing diversity. Managers are key to bringing out the best in people and making sure their team works well together. A high-performing team will play to their individual strengths.
Through a strong leadership approach, managers can help their people thrive in their role with the right communication, workplace adjustments and performance management.
Part of the management role is to understand how to apply the Equality Act and foster diversity, equity and inclusion. This is done through making sound decisions over reasonable adjustments, delivering instructions for both visual and verbal learners, and allowing for different ways to complete tasks.
Managers are also key to creating an inclusive culture within their teams. By normalising neurodiversity and celebrating the benefits within the team, it helps everyone within the team feel valued.
Effective training can also help managers recognise their unconscious bias, which can help with the whole employee lifecycle as well as keep the organisation compliant with employment law. Equally, the comprehensive equity, diversity and inclusion training can help people become more comfortable talking about these very personal but vital issues.
Find out how we can help with training effective managers here.
Ultimately, when managers champion neurodiversity and lead by example, they contribute to a more innovative, inclusive, and high-performing workplace.