How to support neurodiversity in the workplace

Around one in seven people in the UK are neurodiverse – but many of them are discounted in the job market. For example, only one in six autistic people have a full-time job.

 

Deloitte says that while many organisations are increasingly focusing on diversity, equity, and inclusion in the workplace, the neurodivergent group is often overlooked. This article will explore how charities can recruit and retain people who are neurodiverse, and why it’s important.

 

 

Defining neurodiversity

 

You may have heard of the term neurodiversity, but what does it actually mean? Mentalhealthatwork.org.uk says neurodiversity is “the range of differences in individual brain function and behavioural traits, regarded as part of normal variation in the human population”. It refers to the different ways a person’s brain processes information, and covers a range of neurological conditions, such as autism, ADHD, dyslexia, dyspraxia, and Tourette’s syndrome.

 

Deloitte says: “Like religious or philosophical differences, neurodiversity is often invisible, making its identification or diagnosis harder. A lack of awareness about this kind of diversity could result in colleagues, managers, or other professional collaborators not understanding the unique requirements of this population of workers.”

 

 

The benefits of recruiting neurodiverse people

 

Charities that recruit and nurture neurodivergent workers will benefit from increased diversity in skills, ways of thinking, and approaches to problem-solving.

 

This can lead to better decision-making, boost creativity and innovation, and give staff the opportunity to grow professionally. Also, with many charities struggling to fill vacancies, it makes sense to open recruitment up to as many people as possible.

 

Below we explore various ways that charities can make sure they’re recruiting people with neurodiversity.

 

 

Using ethical recruitment processes

 

It’s important to put practices and protocols in place that make hiring more ethical. This includes:

• Making sure that everyone involved in recruitment takes part in intersectional diversity training. This will help them to become more aware of their biases
• Anonymising all applications
• Using diverse recruitment panels as this can increase diversity when hiring. It reduces the bias of interviewers and increases the confidence of candidates

 

Adapting the interview process

 

Deloitte says that people who are neurodiverse will respond better to more specific questions that focus on the skills needed to do the job than abstract ones. You should also consider letting applicants use their own laptops for tests instead of providing them with one, so they feel more comfortable.

 

As an alternative to the more traditional interview, you may want to consider allowing neurodiverse candidates to do a trial work period, so they can demonstrate their skills. Neurodivergent people have unique skills and talents, which could be missed if they feel stressed and nervous in a traditional interview setting.

 

 

Championing diversity across the organisation

 

If a charity’s senior leadership team talks openly about neurodiversity, it will send a positive message to staff that the organisation takes diversity seriously. For example, the chief executive, and other managers, could speak to colleagues or write a blog about neurodiversity.

 

 

Getting to know people

 

Charities should try to learn about a person’s neurodivergence so they can work out how best to support them. Bupa says that it’s important not to make any assumptions as behaviours and characteristics of neurodivergence vary from person-to-person.

 

 

Creating a flexible workplace

 

Offer flexibility for neurodivergent staff so they can take time off for therapy appointments and self-care, and work from home if they are unsure about travelling or working in a social setting. Rather than putting the onus on staff, charities should make sure flexibility is part of their policies.

 

 

Adapting the workspace

 

Speak to staff with neurodiversity to find out what adjustments you could make to their workspace to support them with any sensory needs. For example, if they are sensitive to sound, let them know about planned loud noises, like fire drills, in advance, and offer them noise-cancelling headphones.

 

For people who need to regularly move around, employers should allow them to use fidget toys and let them have extra breaks.

 

Some neurodiverse staff may benefit from assistive technology and equipment to help them carry out their role. For example, Bupa says that some people with autism have limited speech, so you may to invest in tools, like speech-to-text, text-to-speech or mind-mapping software.

 

 

Communicating clearly

 

Provide concise instructions for tasks and break tasks down into small steps. If you have to change plans, try to let people know in advance and the reason for the change.

 

 

Giving feedback

 

The CIPD says you should develop a culture in your organisation where managers give regular feedback to their team members and allow staff to give them feedback too. This gives managers the chance to review people’s progress, support them where needed and better manage each employee.

 

Giving praise is also important as it can help to boost people’s self-esteem, which is important for those with neurodiversity as they may struggle with lack of confidence.

 

 

Providing a mentor

 

Charities may want to consider providing neurodiverse staff with a mentor who can support them to develop and build relationships in the workplace. As well as mentors, work buddies and trusted peers can help neurodivergent people to feel more confident in the workplace