Management Training Key To Neuroinclusive Workplaces

Sue Garner / March 24, 2025

15-20% of the UK population can be described as neurodivergent. That means they have conditions including dyslexia, dyscalculia, autism and ADHD which result in them processing information in alternate ways. Having individuals within the team who approach tasks, decisions and problems differently is an asset. However, a new report* highlights that management training is key to neuro-inclusive workplaces where individuals can thrive. Why Are Neuroinclusive Workplaces Important? Around 12 million people in the UK are neurodivergent. Some of them will be aware or diagnosed, others not. However, the majority have skills that are valuable to organisations. These can include, but are not limited to: By being aware of an individual’s needs and providing a neuro-inclusive workplace, your organisation can help individuals thrive, so you can benefit from this talent. Ultimately, a work environment where everyone’s skills are valued and encouraged is one where the team are most likely to contribute, develop and stay. What Makes a Neuroinclusive Workplace? The challenge of thinking in a unique way is struggling to fit in with standard, one-size-fits-all approaches. For example, an employee with dyslexia may not be as quick or proficient at reading or writing reports and emails. However, given the right tools, such as a text reader, that individual can perform. So, the first thing that is required is a psychologically safe work environment, where individuals feel able to share what they need without negative judgement. Secondly, there is no need for a formal diagnosis or disclosure to request reasonable adjustments. It is no different to your employees requesting a wrist rest or back support without needing a doctor’s certificate. Universal policies, including flexible working opportunities and workstation assessments, ensure everyone is treated fairly. Thirdly, the manager understands how people work best. For example, they recognise that the best ideas might not come from the quickest or most vocal response. Some people need time to consider and evaluate ideas, others want to research something or give it a go before speaking up. Therefore, they don’t rush to make a decision. Ideally, their organisation will have a Diversity Policy, with specific reference to meeting the needs of neurodivergent employees. Gathering insight from employees can inform the development of this policy and its practical application. Are Managers Equipped to Support Neurodivergent Teams? A Neurodiversity at Work Research, Practice and Policy paper* was published last month. It revealed that manager training is essential in fostering neuro-inclusive workplaces. Without training, many managers lack the necessary awareness, understanding and confidence to effectively lead a diverse team. That’s not surprising, as it is difficult to comprehend how people view the same thing from an alternate perspective. With line manager training comes the opportunity to develop different communication skills, strategies and tools. This equips leaders to get the best from individuals in their team and address needs and performance. It can demonstrate how small changes in language, attitudes and actions can transform interactions. In addition, training offers a safe space to ask questions that managers may feel unable to raise at work. I also think it is important for organisations to recognise that line managers may need more time, resources and support when leading a neurodiverse team. Training is a positive start, yet the learning is continuous. So, how can you enable them to put the learning into action? Neurodiversity at Work Training I offer three levels of CPD-accredited Neurodiversity training modules. These start with a basic introduction and progress to a deeper understanding of how to create a more inclusive and productive workplace. These sessions can be delivered in person or virtually. Neurodiversity training builds awareness of reasonable adjustments. Sometimes these adaptions are minor and low-cost, yet they make a big difference. If your managers are attending, allow them to recommend universal and specific changes that promote inclusivity. The report* suggests that greater insight into reasonable adjustments is one of the most valued and useful elements of Neurodiversity Training. To find out more and book training for your team please call 07775 624724, email info@suegarner.co.uk or complete my online contact form. *https://www.acas.org.uk/research-and-commentary/neurodiversity-at-work-research-practice-and-policy/report To understand more about the skills and abilities that neurodivergent individuals have brought to the workplace in this Hiring Talent on the Spectrum video. (13 min running time)

Training, Inclusivity, Mentoring, recruitment

Preventing Workplace Discrimination

Sue Garner / October 30, 2024

Employment law is being updated to better reflect the modern workplace. It is now widely recognised that when all employees are treated with respect and fairness, the employer reaps the rewards of higher productivity. Good work practices also attract and retain diverse talents that fill skill gaps and give an organisation a competitive edge. Building a Diverse Workforce The modern workplace requires a fresh perspective. Traditionally, successful hires were based on educational achievements, gift of the gab, industry experience and the ability to accept a full-time contract. It is now recognised that this approach is biased. That’s because it is a barrier to a significant percentage of talented individuals who don’t fit the mould. By thinking broadly, offering flexible working opportunities and using assessment tools to eliminate unconscious bias, we can find the best people for the job based on skills and potential. A shake-up of job descriptions and a greater focus on capabilities have resulted in many organisations building a diverse workforce. However, recruiting a broader range of talent is just the start. Psychologically Safe Workplace Culture It is equally important to foster a workplace culture that values every individual based on their contribution to team success. In addition, we need to ensure everyone is protected from discrimination and harassment. Achieving this is reliant on a Diversity, Equality and Inclusion (DEI) strategy, staff training and providing individuals with the resources they need to do their job. I believe that there is incredible value in opportunities to help everyone understand and appreciate the diversity of the workforce and how this benefits the business as a whole. Part of my training offer is raising awareness of neurodiversity in the workplace. In addition, you might work towards being a Disability Confident Employer or proactively discover more about the cultures represented in your team. When employees feel accepted, it can transform team dynamics and help everyone to realise their potential. A psychologically safe workplace culture ensures everyone feels they belong. And, that sense of being part of a team lowers staff turnover. What’s more, greater diversity makes customers feel welcome and accepted and that boosts market share and profits! Avoiding Tribunal Cases Cases of employee discrimination do end up in court, with both employees and employers being held responsible for acts of discrimination. Unfortunately, this disrupts operations, impacts colleague morale, can damage the reputation of the business and be costly. Cases of disability discrimination, including neurodiversity, were up 30% in 2023* compared to the previous year. A significant number cite unfair assessments of performance**. So, how do you prevent your business from being viewed as an unfair employer in the eyes of the law? Here are my 5 tips for preventing workplace discrimination: If budget is an issue, my online courses will help – particularly those focused on preventing sexual harassment and discrimination and neurodiversity awareness – email me to discuss your needs! You might also be interested in the CIPD’s guide on Neuro-inclusion at Work. Breaking Down Barriers to Employment It was once considered inappropriate for women to enter the workforce. However, given the chance, we proved capable of achieving in every industry. Meanwhile, other groups remain underrepresented and we need to change our thinking to give them better opportunities. Let’s view people based on abilities and be open to different ways of working to break down the barriers to employment. This is important for individual and business success. As a trainer experienced in the delivery of Neurodiversity in the Workplace programmes, I can upskill your managers and team. Get in touch to find out more about building awareness, reasonable adjustments and avoiding discrimination. Email info@suegarner.co.uk or call me on 07775 624724 to start the conversation. *https://www.hrmagazine.co.uk/content/news/acas-sees-surge-in-disability-discrimination-claims/ **https://www.business-reporter.co.uk/human-resources/neurodiversity-and-increasing-risk-of-tribunals

Training, Inclusivity, Mentoring

How to Handle Uncomfortable Conversations at Work

Sue Garner / September 30, 2024

o create a positive work environment, managers are encouraged to motivate the team with positive encouragement and constructive feedback. When you start recognising everyone’s contribution to business achievements, this is an easy thing to action. However, a positive work environment also depends on addressing issues. You can’t shy away from these uncomfortable conversations, so how can you handle them effectively? The Reasons for Uncomfortable Conversations In the same way that we need to recognise employee success, we also need to recognise when an employee’s actions or behaviours are not in line with expectations. If your team see that one employee is getting away with turning up late, not completing work or harassment, it has a detrimental effect. As a result, others may start to slacken and negativity soon builds. Reasons for uncomfortable conversations include: In all of these cases, there is a need for a sensitive and open-minded approach. What Concerns Leaders About Difficult Conversations? During leadership training, I am frequently asked for advice on how to start difficult discussions, address the problem and initiate positive change. It is an issue that many leaders feel ill-equipped to manage. I’ve picked up on specific concerns about saying the wrong thing, being compliant with legal requirements and not escalating the issue. The point of the discussion is to drive positive change and improve the work culture. Yet, if handled incorrectly, it can result in a defensive response that further alienates individuals and the team. In addition, greater responsibilities are being placed on businesses. These include making reasonable adjustments for disabled and neurodivergent employees, maintaining good mental health and protecting employees from sexual harassment*. Therefore, managers without experience in these areas are worried about messages being misinterpreted and employees citing discrimination. Preparing for an Uncomfortable Conversation My first recommendation is to invite the individual/s to a meeting that allows everyone to prepare. On your part, gather facts to support the discussion, so you can be specific. For example, “I’ve noticed that you arrived late on three mornings in the last fortnight.” Or, “We received two customer complaints from when you were on duty this week.” Secondly, use a collaborative, rather than accusative, tone from the offset. For example, “Can I get your perspective on the progress of this project?” Or, “I’ve noticed a tension between you and your colleague that I’m keen to understand.” Thirdly, allocate sufficient time to listen, discuss and problem-solve without distraction. That means finding a private room and putting phones on silence. What’s more, don’t leave this until the end of the day, when everyone’s mind is set on getting out of the door. Holding the Conversation Keep in mind that the purpose of the discussion is to identify the issue and resolve it. If an individual feels involved in the process and solution, they are less likely to become defensive. “We’ve established there’s a personality clash, so what changes would make it easier for you to work together?” Or, “You’ve been open about not following the procedure, what training would help build your confidence with this?” Ensure that you listen as much as you talk. Asking open questions and allowing for pauses in the conversation will encourage the employee to contribute. “Are there reasons why you’ve started sending personal texts to our colleagues?” Or, “Can you help me to understand why someone might feel that you are bullying them?” Be professional at all times, which means avoiding judgment, retaining a calm yet assertive manner and being clear and constructive. “We need to complete this project on time, so what do you need from me to get it back on track?” Or, “For safety reasons, we must all wear the full uniform when on shift. I’ve heard what you’ve said and will supply you with an additional set to make that easier. However, if you arrive without it again, I can’t let you work.” Ending the Conversation To achieve change, it is important to clarify agreed actions at the end of the meeting. Summarise the next steps and expectations that have been discussed. (Follow up in writing with an email outlining the key points discussed and agreed actions. Keep a copy for your records.) Let them know that you will follow up to see how things are going. Also, invite them to come to you if there are any further issues or concerns. This shows it is not the end of the conversation and encourages openness. Finally, thank them for their time. After the conversation, undertake or schedule actions that you’ve agreed to. Leadership Training The best outcomes occur when poor performance, conflict and complaints, including sexual harassment or burnout, are promptly addressed. Avoidance won’t make them go away or sort themselves out. Mental Health at Work is the theme for this year’s Mental Health Day on 10 October. I know from experience that managers are facing uncomfortable conversations which cause them stress and anxiety. What’s more, a lack of skills in this area is likely to impact the mental well-being of the entire team. Therefore, you want managers who are equipped to handle uncomfortable conversations. October new legislation requires companies to protect employees from sexual harassment. This may lead to some uncomfortable conversations for managers. Is preparing them to handle these appropriately a need in your organisation? If this is a need in your organisation, my advanced leadership training can be tailored to the specific issues or barriers being faced. Contact me to discuss my solutions to your requirements. *https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/new-duty-to-prevent-sexual-harassment/

Events, Inclusivity, Training

Accredited Neurodiversity at Work “Aware” Training

Sue Garner / January 25, 2024

When: Mon, 5 Feb 2024 11:00 – 12:30 CET Discover the power of neurodiversity in the workplace with our 90-minute Thrive accredited webinar. Designed for managers, leaders, HR professionals, and individuals, the session delves into neurodiverse conditions, dispels myths, and explores the positive impact of reasonable adjustments. With 15% of the UK population being neurodiverse, this training aims to unlock their potential, positively impacting workplace culture and productivity. Sign up now to gain essential insights and create an inclusive environment that supports all employees to excel. Book Now

Training, Inclusivity

Psychological Safety and Workplace Culture

Sue Garner / September 28, 2023

Collaboration and innovation are essential skills for the future success of business. However, they don’t exist in environments where employees hold back for fear of the consequences. In this article, we explore what psychological safety is and why it is essential for a successful workplace culture. What is Psychological Safety at Work? Your organisation may have a Health & Safety Policy and be compliant with the Equality Act, but is it a psychologically safe place to work? Psychological safety relates to the perception of consequences if you take a risk. That risk could be questioning a statement, challenging an idea or putting forward a suggestion. Equally, it could be admitting that something hasn’t worked or you are struggling with a project. Is it an ideal scenario if your employees rarely approach you with a problem? Surely, this means that you have a competent team who are great at using initiative and problem-solving. However, it could be the case that they are covering up errors and issues. The reason for this could be fear of an unpleasant situation; being reprimanded or looking foolish in front of colleagues. Alternatively, admitting problems could risk not receiving bonuses and opportunities that are based on successful outcomes. Equally, it might feel great when everyone agrees with your latest idea, but is this what they really think? Does a compliant nod suggest a flawless plan or do people not feel confident to point out a concern that is on their mind? Consider how you present the information and direct the response. For example, ‘Is everyone in agreement?’ leaves little room for someone to speak up. The Fearless Organisation A psychologically safe work culture is built on trust and respect. Remember that you recruited your employees because of their diverse skills, knowledge and experience. Therefore, your workplace should be filled with different thought processes, opinions and insights. This pool of perspectives and talent is where your strength lies, but only if people feel able to be themselves and express themselves without fear. In research on psychological safety, Amy Edmonson identifies the issues with being afraid to speak up. For a start, she notes that neuroscience research identifies that a fearful workplace diverts resources away from our ability to remember and process new information. This reduces our ability to analyse, think creatively and problem-solve. So, without psychological safety, your employees are less productive. Secondly, the fear of sharing concerns or trying new things hinders development and innovation. When issues aren’t flagged up, the organisation is at risk of escalating problems. And, if everyone sticks to the tried and tested, there is little chance of discovering something new. In The Fearless Organisation* Amy Edmonson highlights the importance of: Her research suggests that success is dependent on a workplace culture where everyone is valued and can contribute without reprimand or judgment. Does your Workplace provide Psychological Safety? Let’s consider your workplace based on Amy Edmunson’s three priorities. Firstly, does your recruitment process encourage diversity? If so, the team will bring a rich variety of thoughts and opinions to the table. With this in mind, did you know that I’ve recently launched Neurodiversity in the Workplace training? This builds awareness of the skills that neurodiverse individuals offer and the reasonable adjustments that can aid recruitment, integration and retention. Secondly, are employees’ views actively sought and valued? It is all about making the most of your team’s wealth of skills and perspectives. Some people need time to consider and process information, which means that the best decisions can’t always be made on the spot. Equally, some employees will be comfortable speaking up in a group, whilst others may only raise a point if they are asked on a 1;1 basis. Are there opportunities for everyone to contribute in their own way? Thirdly, if someone raises questions are they viewed as difficult and disruptive or do you thank them for their question? Do you recognise that you need to provide further information for them to do a great job? Equally, are radical ideas dismissed or are employees empowered to give them a try? A strong manager will see that an employee challenging an idea, or trying and failing offers an opportunity to discuss further and improve the plan. Leadership for Business Success Being a leader isn’t about knowing it all and having all the answers. It is about empowering and motivating employees, so you can draw on their skills and strengths. Workplace diversity is an asset and an effective workplace culture ensures everyone feels included and valued. Amy Edmonson’s three steps create a true sense of belonging. This enables both individual and organisational learning and development, motivation and retention. Therefore, the outcome of a psychologically safe workplace is a higher chance of business success. My new course on Trust and Psychological Safety offers an ideal opportunity for leaders to explore the subject in relation to their workplace and communication style. Contact me to find out more and discuss your requirements at info@suegarner.co.uk or 07775 624724. * https://www.lean.org/wp-content/uploads/2022/01/pl_Psychological_Safety.pdf

Training, Inclusivity, recruitment

Ready for the Next Leadership Challenge?

Sue Garner / August 1, 2023

As a business leader, your role is to create a strong team that collectively delivers the desired outcomes. This relies on your skills to discover and channel talent. It’s relatively straightforward when you have a team that thinks and works similarly to you. However, we know that the best teams consist of individuals with different skills. So, what if some of your team operate in a very distinctive way? They have the potential to drive productivity, problem-solving and profitability, but to do so, specific needs have to be understood and met. Many leading organisations are beginning to embrace this concept and it could be your next leadership challenge. Embracing Neurodiversity What do IBM, Deloitte, Microsoft, Dell, Hewlett Packard and Salesforce have in common? Firstly, they are world-leading organisations. Secondly, their innovations drive workplace efficiencies. Thirdly, each one of these corporations actively recruits employees with autism. This third point isn’t an act of philanthropy, it is part of their drive for excellence and success. “(SAP) managers say they (autism programmes) are already paying off in ways far beyond reputational enhancement. Those ways include productivity gains, quality improvement, boosts in innovative capabilities, and broad increases in employee engagement. Nick Wilson, the managing director of HPE South Pacific—an organization with one of the largest such programs—says that no other initiative in his company delivers benefits at so many levels.” (Source: hbr.org) Whilst neurodiverse people have long been misunderstood and judged for their differences, it is now recognised that variations in the wiring of the human brain can be a strength. Rather than focusing on trying to cure or alter the behaviours of neurodivergent individuals, we need to adjust our approach. When organisations accommodate and embrace neurodiversity, the results can be outstanding. Recruiting Talent The challenge for leaders is to assess talent, accept differences and manage individuals who operate in different ways from other team members. In my recent article Training for Inclusive Workplaces, I focused on recruitment. I shared how assessments and tasks can be more effective than traditional application and interview processes in uncovering hidden talents. Building on this, companies including Microsoft are actively working with specialist organisations and universities to help identify individuals with the desired skill sets. These partners inform potential candidates about opportunities and support them through the application process. Does your company collaborate with a local university as a recruitment strategy? Rethinking Leadership to Harness Talent Attracting neurodiverse candidates to your organisation is the first step, yet, it is only worthwhile if you harness that talent. This is the next leadership challenge; deviating from the norm to provide the training, work environment and support where neurodiverse employees can excel. Every employee is unique and one of the key roles of leadership is to gain an understanding of an individual’s skills, motivations and aspirations. It’s relatively easy when people are natural team players, but less so when individuals prefer to avoid social situations. Communication is another challenge. Get a neurodivergent person onto a subject they want to talk about and you could be there for quite some time. Equally, force a conversation on them and you may get abrupt responses or no response at all. This doesn’t mean they aren’t listening or are disinterested, it is just not where their mind is focused at that moment. It can be insightful to read the research published by Berkshire Healthcare NHS* on workplace neurodiversity. The challenges for neurodiverse employees included: However, they demonstrated excellent strengths in: If leaders provide suitable support to help neurodivergent employees, they benefit from skills that other employees lack. A Shift in Leadership Thinking This leadership challenge requires patience, understanding and adaption. It will take time to work out which management practices and employee processes are essential and which can be flexible. Five years ago, most organisations’ policies didn’t support remote working. There was some flexibility, but in-person meetings and team collaboration were seen as the ‘normal’ way of running a business. To operate through social distancing, things had to adapt. It worked well in some industries, less so in others, but lasting changes were made. Remote or hybrid working is now commonplace. This type of shift in leadership thinking is required if we are to reap the rewards of diverse and inclusive teams. Let’s learn from the successes of global corporations and see this as an opportunity for innovation and growth. Neurodiverse employees have often been the missing piece in the puzzle. By accommodating their needs, we get the whole picture. Neurodiversity in the Workplace Training Embracing neurodiversity is an opportunity that requires a fresh leadership style. Rather than avoiding or shunning those who think differently, I want to encourage businesses of all sizes to better understand neurodiversity. Workplace training can inform and equip your team with the knowledge and understanding to draw on a broader range of strengths. This could give your business a competitive advantage. * https://www.berkshirehealthcare.nhs.uk/media/109514758/neurodiversity-in-business-birkbeck-university-of-london.pdf Related Reading: https://www.linkedin.com/pulse/top-companies-who-engaging-neurodivergence-2021-andrew-williams/ Contact me to find out more about my neurodiversity training and reserve your place., at info@suegarner.co.uk or 07775 624724.

Inclusivity, recruitment

How to Future Proof Your Workforce

Sue Garner / June 28, 2023

Business success is dependent on internal and external factors, which can change at any minute. We cannot control everything that is going to happen, however, if we understand how to future proof our workforce, we can lessen the impact. What Makes a Workforce Future Proof? Do you have confidence in your team? That is a powerful question, but the answer reveals a lot about your recruitment process and learning opportunities. When we talk about a future proof workforce, we mean a team with the necessary skills, resources, and support to adapt and respond to opportunities and risks. It’s about a team of individuals who instil confidence, by being equipped to work independently and collaboratively to reach desired outcomes. We mean employees who radiate your brand values and ensure your reputation goes from strength to strength. This doesn’t just happen. It is dependent on considered recruitment processes and investment in the ongoing learning and development of all employees. Will We Need Employees in the Future? In a digital world, we may believe that the answer to future proofing our business is dependent on investment in technology. The efficiencies offered by AI and automation challenge the idea that we even need a workforce. There is no doubt that technological advances transform the workplace and will play an increasing role in business operations. However, thinking technology will completely replace employees is a mistake. For a start, whilst customers benefit from the convenience and efficiency that digital offers, they also value human connection, empathy and personalised experiences. A significant factor in customers’ perceptions of your brand is informed by interactions. Whilst technology offers streamlined processes and convenience, it only acts on inputted data. It cannot apply reasoning or common sense and, unlike your team, it cannot adapt, think creatively and be innovative. Not all customer interactions are straightforward, so when a standard digital process isn’t appropriate, we need skilled, knowledgeable and personable employees to help customers reach their desired outcomes. Hiring the Future Workforce So, the first point to raise is that the skills that make us irreplaceable in the workplace are not always prioritised in job specifications, application forms and interviews. Decisions on the best candidates are still informed by academic qualifications and direct industry experience. This means it is easy to overlook potential applicants with desirable talents and transferable skills. What’s more, it isn’t just customer experience that benefits from human connection. A positive employee attitude is also dependent on the soft skills of colleagues and team leaders. They are evident when employees feel valued, empowered and challenged, and when their abilities and achievements are recognised and acknowledged. To future proof your workforce, I recommend using soft skill assessments in recruitment. It’s also important to value personality traits and emotional intelligence as highly as qualifications and industry experience. When teams are built on skills rather than job roles, it leads to greater flexibility and adaptability. Developing a Future Proof Workforce The next step is training. Whether employees are new or long-standing, we need to keep developing their skills and thinking. Investing in learning and development opportunities is essential for a future proof workforce. The LinkedIn Global Trends Report UK* states that both career development opportunities and upskilling are top priorities for employees. What’s more, when workplace learning occurs, the organisation benefits from a 7% higher retention rate. Do you see your team in terms of their job role or have you identified their skills? Where are the untapped resources? Who has the potential to lead, innovate or critically evaluate? Sometimes, it is the individuals that you least expect who respond best to learning and development opportunities. On this point, I believe that business leaders can greatly benefit from involvement in workshops and training sessions. If attended with an open mind, it can be a means to identify individuals with the ideas or skills for new projects and initiatives. Experience has also taught me that the best outcomes are achieved when individuals have sufficient time and support to confidently implement the learning. They should then be empowered to work without micro-management. Trust them; their approach might be different, but diversity should be valued. A fresh approach might lead to fresh thinking that drives customer engagement and competitive advantage. Collaborate for a Future Proof Workforce My final point is to look beyond your team to enable your organisation to be more adaptable. Your employees don’t need all skills to cover every eventuality. Collaborate when you have synergy with other businesses and draw on the skills of freelance specialists. Look for opportunities to connect, share resources and benefit from expertise or insight. See your team as an extended network that can flex to best meet requirements. Summary A future proof workforce is empowered and adaptable; a team that you have confidence in. Achieving this is dependent on identifying and recruiting the necessary talents and skills. Then, the full potential of your team can be discovered and developed through training, mentoring, online courses and other learning opportunities. This upskilling is a priority for employees and, when they have the time and support to implement it, is an asset to your business. This investment in your workforce will help them to be future ready. In addition, use collaboration and freelancers to extend your resources, expertise and adaptability. * https://business.linkedin.com/talent-solutions/global-talent-trends/uk-talent-trends As a specialist in business coaching and assessments, I can assist you in recruiting and developing employees. Get in touch to find out more about DISC and soft skills training at info@suegarner.co.uk or 07775 624724.

Training, Inclusivity

Training for Inclusive Workplaces

Sue Garner / April 4, 2023

The Benefits of a Neurodiverse Workforce There are many benefits to a neurodiverse workforce, yet this is the most under-employed group in society. If you are looking to expand your talent pool, they are the hidden resource. However, the majority of teams lack the training and understanding to make the workplace accessible and inclusive for neurodiverse individuals. How can we change this and open up fresh opportunities? Your Ideal Candidate Could be Neurodiverse Would you like to recruit an employee who pays incredible attention to detail and is a natural problem solver? Are you looking for a candidate with a fresh perspective who is innovative and creative? Do you need a strategic thinker or someone you can rely on to be consistently productive? These are all skills that many neurodiverse individuals excel in, however, they are under-represented in the workplace. The challenge is that this pool of talent finds standard recruitment processes difficult or inaccessible. What’s more, a lack of understanding and support can make it challenging for them to fit in and thrive at work. What is Neurodiversity? The human brain is a complex system that continuously comprehends and processes information that enables us to live, understand the world and operate within it. No two brains are wired the same, so we are all unique. This explains why we have a natural affinity to certain activities or ways of learning, yet find others a struggle. Neurodiversity is a term used to describe individuals whose brain is wired in a non-typical way. This includes people with dyslexia, dyspraxia and autism. It is believed that 15% of the UK population is neurodiverse. Neurodiverse individuals process the world in a way that neurotypical individuals can’t understand. For example, they often have intense sensory awareness, so get overwhelmed in environments that are loud, bright or scented. A neurotypical individual filters out most of this sensory information, so they don’t experience the same heightened awareness of their environment. Why Employ Neurodiverse People? You might be wondering why it is worth including neurodiverse individuals in your workplace. Let’s begin by looking at some big names who have been credited with great inventions, insight and thinking that changed the world. Bill Gates, Elon Musk, Albert Einstein, Sir Isaac Newton, Greta Thunberg, Alan Turing and Michelangelo. They didn’t just accept things as they were, they challenged the norm, saw things from a different perspective, were dedicated in their pursuit and innovated. They are all known or believed to be neurodivergent. A neurodiversity document published by recruitment company Badenoch & Clark* references the introduction of an Autism at Work policy introduced by the international banking group, JP Morgan. The first cohort of neurodivergent employees proved to be consistently more productive and faster than their co-workers. The success of the initial programme led the company to recruit over 150 neurodiverse individuals to their team. These examples turn the table and question why only 21.7% (ONS data 2021) of autistic people in the UK are employed. Recruitment Challenges for Neurodivergent People Many neurodivergent individuals do not showcase their strengths in standard recruitment processes. Completing an application form is a huge barrier for someone with dyslexia and a team activity could push someone with autism far out of their comfort zone. Neurodivergence can make it difficult to make eye contact or read social cues. They might answer questions honestly, with no filter; giving very brief or highly detailed long responses. In an unfamiliar setting, they may be easily distracted as they process the environment or fidget. For untrained interviewers, these behaviours are not desirable. It might seem as though the individual isn’t interested in the role. At JP Morgan, they used Pymetric games as part of the interview process. These focused the candidates on a range of tasks which provide an overview of cognitive, social and behavioural attitudes. Other ways to find the right candidate might include offering work placement opportunities or setting a task for them to work on in advance and bring to the interview. Neurodiversity Training Many employers are reporting skill gaps, yet there is a pool of highly talented individuals who are currently being overlooked. I can see strong benefits in training teams to be more aware and open to possibilities. A fresh approach will surely be beneficial to individuals and companies. I’m undertaking training this summer, which will equip me to add neurodiversity awareness webinars and Neurodiverse Workplace Champion courses to my workplace training services. I believe that this will improve understanding and help businesses make reasonable adjustments. This will reduce the barriers to applying for positions and doing the job for highly competent individuals. Raised awareness may also help companies to recognise the neurodiverse individuals within their current workforce. People who maybe like things a certain way, ask a lot of questions, favour routine, are persistent or like to work alone. Keep an eye out for details of future courses in my newsletter and social channels. Discover a Pool of Talent In a world where fresh thinking, innovation, a productive workforce and great attention to detail can give a company a competitive edge, we are missing a trick by not adapting our recruitment processes and workplaces to make them inclusive for neurodivergent individuals. It is time to discover an overlooked pool of talent and fill those skill gaps. Discover a Pool of Talent In a world where fresh thinking, innovation, a productive workforce and great attention to detail can give a company a competitive edge, we are missing a trick by not adapting our recruitment processes and workplaces to make them inclusive for neurodivergent individuals. It is time to discover an overlooked pool of talent and fill those skill gaps. Contact me to discuss your training needs and to reserve a place on neurodiversity training that I will launch this September. * https://www.badenochandclark.com/~/media/uk/bac%20uk%2006%202021%20-%20neurodiversity%20report.pdf/