There have always been neurodivergent employees in the workplace. However, the employer and even the employee may not have been aware that an alternative way of processing information was what made them successful in their role. In recent years, we’ve seen progress, as more companies work to become neuro-inclusive employers. Do their intentions match lived experiences?
Positive Progress on Workplace Neuroinclusion
Let’s start with the good news!
More Work Opportunities
In the last decade, mentions of neuroinclusion in job vacancies have increased, with some firms proactively encouraging applications from neurodivergent candidates. In addition, there has been more insight into the skills and strengths that neurodiverse workers contribute. This has improved employment rates for neurodivergent individuals, who are underrepresented in the workforce.
Higher Uptake of Neurodiversity Training
I’ve been delighted to see a growing number of organisations offering neurodiversity training to their teams, and it has become a topic of relevance for HR specialists. The combination of greater awareness and support has enabled more employees to share their diagnosis and request reasonable adjustments that enable them to work productively.
Greater Flexibility
The rise in remote and hybrid working has enabled some neurodivergent people to find flexible roles where they have greater control over their working environment and hours. This has enabled them to contribute their skills with fewer sensory distractions.
Changes to Make Processes Neuroinclusive
In a recent study conducted by City & Guilds*, 70% of employers responded confidently to the statement that they were confident in their readiness to employ and support neurodivergent employees. Actions included reviewing job descriptions and adjustments to the interview process to improve inclusivity.
This response certainly indicates improved awareness, good intentions, and actions to become more neuro-inclusive.
Lived Experience for Neurodivergent Employees
From the perspective of neurodivergent employees, things are also an improvement on past experiences. Around a third felt that a culture of psychological safety at work enabled them to disclose their condition and needs. In addition, 39% stated that they had been well supported from the start of their role.
This is good, yet it shows a mismatch between employee confidence and employee lived experience.
What the report revealed is an inconsistency in the response and support received. Some employees have their needs met, while others state that support is only initiated when something goes wrong. A third have waited for over 3 months for the reasonable adjustments they’ve requested.
One factor that impacts the lived experience is the competency of the manager. Another is the role that the employee holds, with senior and specialist roles better catered for. The best practice is where inclusivity is standard practice in an organisation. This benefits all employees, including those who aren’t confident about disclosing their condition.
5 Ways to Align Intention and Actual Inclusivity
In my conversations with employers, I do see good intentions and an openness to better understand and cater for neurodivergent team members. So, what steps can you take to better align intent and lived experience?
Avoid Making Assumptions About Needs
Firstly, unless we ask and listen, it is hard to understand the perspective of others. The risk is that we make assumptions and ineffective changes, rather than offering adaptations that genuinely support Equality, Diversity and Inclusion (EDI).
A one-off neurodiversity training session is great for raising awareness, yet it takes more to create a consistently inclusive and psychologically safe company culture. Therefore, use team meetings, performance reviews and other opportunities to build a deeper understanding of every member of your team.
Offer Flexibility As Standard
When you give the option of hybrid work and flexible hours as standard, it helps all employees to gain greater control over their workspace and other responsibilities. Some employees favour an early start, when the office is quieter, and they can focus. Others prefer to work from home, so they can avoid a challenging commute and have tools that aid productivity at hand.
When there are core hours to cover, and employees have to be physically present, part-time positions or shifts can help strike a balance.
Focus on Output
If you set clear goals, delegate tasks according to skills, offer support and focus on output, employees have greater autonomy about how they approach the challenge. Not being micromanaged or judged on how they work frees people to operate in ways that don’t restrict them. This opens up their potential to find more efficient processes and innovative solutions.
Embrace Assistive Technology
Digital advances have revolutionised the tools that employees can use to aid communications and efficiencies. These include assistive technology that equips individuals to be competent in their role. Being open to learning about these tools and allowing team members to use them can overcome many workplace barriers.
Leading on from this, when assistive technology and other reasonable adaptations are provided, their effectiveness must be regularly reviewed. Is this working for the employee, and what else might assist their performance?
Prioritise Manager Capabilities in Responding to Disclosures
Team leaders greatly impact the performance of the workforce. Therefore, their skills in listening and responding appropriately to disclosure, including neurodivergence, are vital. They need to be approachable, non-judgemental and open to adaptations that support productivity. This might include changes to their communication style or behaviours.
Workplace Neuroinclusion in Summary
Insights reveal good intentions and a growing understanding of the benefits of a neuro-inclusive workplace. However, employer confidence in their readiness to employ and support neurodivergent employees is yet to be matched by lived experience.
Neurodiversity training is a great way to gain awareness and insight. We now need to build on this by upskilling team leaders, embedding inclusivity and reviewing what steps enhance performance, productivity, and psychological safety.
Through Neurodiversity in the Workplace training and inclusive leadership coaching, I equip organisations to embrace positive change. Contact me to discuss how I can help your organisation become neuro-inclusive.