Neurodiversity in Workplaces: tips to build an inclusive environment

What is neurodiversity?

Neurodiversity = The differences and diversity in the way our brains work.

As a catch-all term, neurodiversity encompasses various diagnostic labels, including (but not limited to) people with:

• ADD (Attention Deficit Disorder)
• ADHD (Attention Deficit Hyperactivity Disorder)
• Autism
• Dyspraxia
• Dyslexia
• Dyscalculia
• Dysgraphia
• Tourette’s syndrome

There are a broad range of conditions that come under the neurodiversity umbrella. As a result, business owners can fall into the trap of generalising neurodivergent employees who might demonstrate similar performance styles.

Actually, when it comes to neurodivergent individuals, no two cases are the same. In the same way that a neurotypical (individuals with no type of neurodivergence) colleague might be a tech whizz or have an excellent memory, every neurodivergent person brings their own unique skills and behavioural profile to the table.

To supply adequate support, workplaces should therefore take care to implement bespoke support, rather than a ‘one size fits all’ approach to accommodation.

Christine Beardsell is the cofounder of Kiteline Health, a health and wellbeing coaching app. While the idea began as a way to help employees living with a chronic health condition, Kiteline has also recently introduced a new pathway for neurodivergent service users.

Beardsell says personalised health coaching is the most suitable option for support. “Every individual is different,” she explains. “Health coaches don’t treat a condition, they treat what people are going through.”

Christine Beardsell, cofounder of Kiteline Health

Neuroinclusion in the workplace: top tips for businesses

Designing for neuroinclusion is not as black and white as designing an office dress code. Nor can it read as idealistic, like a company mission statement.

Instead, firms should introduce a mix of inclusive policies, programs, and procedures to cater for the broad range of behaviours that characterise neurodiversities.

Hannah Meredith is Health and Wellbeing Partner at the global tech company, MVF. She stresses that, when designing a business policy for neuroinclusion, “it’s important to remember that not all neurotypes will experience things in the same way, nor have the same environmental triggers or adjustment needs.”

As a first step, Meredith recommends that a business simply asks employees what they’d like to see from a policy. “Rather than blanket rules, speak to employees about whether they’d like to request changes in a proactive way,” she advises.

Hannah Meredith, Health and Wellbeing Partner at MVF

Some alterations might feel small. Nonetheless, they can go a long way toward making sure that employees feel valued and respected.

Case study: Deloitte

Socially conscious employers like Deloitte provide good inspiration for SMEs. The company’s policy is to give its dyslexic employees multiple forms of support from day one.

Examples of procedures include access to an occupational health colleague and a private internal network to share challenges, tips, and resources. Creating an Employee Resource Group that’s focused on neuroinclusivity is another tactic to consider.

Examples of programs include access to mind-mapping software, dictation tools, and further resources to aid with literacy.

How to do.. neuroinclusive working

1. Consider office design and environment

We’ve written previously on how noisy workspaces are putting off workers from returning to the office post-COVID.

Be aware that environmental triggers may be more than just irksome for neurodivergent individuals. For some, they can be overwhelming and even debilitating.

Designing an inclusive office layout will satisfy both parties, employers and employees. As Meredith relates, “common adjustments I see being requested are around noise reduction, lighting, and limiting change of routine (so hot desking may be more difficult for some).”

2. Educate colleagues

Company-wide education and awareness training is key to helping individuals understand their colleagues’ needs – and articulate their own. This will also leave less room for misunderstandings or conflict.

“Make everyone in your organisation aware that we all have a unique way of thinking and set of skills to bring to the workplace, as a starting point,” Meredith expands.

Webinars and other online content give employees a base-level understanding of the topic. Even more helpful are role play scenarios that give staff practical advice and steps to put into action, like how to assist if they see someone struggling.

3. Keep communication clear

Neurodivergent people – especially those with autism – tend to express themselves differently to neurotypical individuals, which can make it harder for both groups to understand each other’s social behaviour and feelings.

“Neurodiverse people may struggle to understand unwritten rules or social cues,” Meredith agrees. “Ensuring there is clear and direct communication across your business will reduce the risk of any misunderstandings.”

4. Encourage a compassionate working culture

Kiteline Health began as a health coaching app for workers living with a chronic illness. “These individuals often don’t talk about their condition because there is a stigma about it,” Beardsell elaborates.

Fostering an organisational culture of empathy and understanding will demonstrate that the company values inclusion. This, Beardsell says, will help a person to “feel more open to talking about their experience and the employer can put a support plan in place for them.”

Adopting a tactful and empathetic outlook on neurodiversity will also help to build team trust with workers, who will feel more comfortable about disclosing their diagnosis to a HR manager – further bolstering employee engagement.

5. Maintain anonymity

Beardsell acknowledges that, while the tide is changing, many neurodivergent people still feel uncomfortable about disclosure. “They feel they’ll be penalised or that they’ll be discriminated against if they say anything,” she laments.

Choosing to disclose a neurodivergent diagnosis is a very personal decision that should be made by the employee, not the employer. It is important to handle any information relating to neurodiversity sensitively.

How to do.. neuroinclusive recruitment

Research has shown that, of the global population, approximately 10% are dyslexic, 6% are dyspraxic, 5% have ADHD, and 1-2% are autistic.

The real number is likely far bigger, however. Poor education and difficulty accessing assessments has historically made it difficult for neurodiverse people to receive a formal diagnosis.

Fortunately, recognition is increasing. In the UK, autism detections have increased by nearly 800% in the past 20 years.

Companies with the systems in place to provide an understanding and encouraging environment for neurodivergent job seekers will be best-placed to compete for market talent – particularly as the number of people identifying as neurodiverse grows.

As Meredith highlights, neurodiverse individuals tend to excel in specific behavioural areas that can have a hugely positive impact on output and productivity. Examples include stronger problem solving skills, creativity, attention to detail, and the ability to be hyper-focused.

Duncan Lambden works at a marketing company in London. Lambden was diagnosed with ADHD as a teenager. He says the disorder enables him to be effective at doing multiple things at once.

“If I have five tasks on my plate, I can work on one for a bit, then switch over to another without the loss of any momentum,” he explains. “When I do manage to get myself into a state of hyperfocus, I can also accomplish a significant amount of work in a short period of time, like writing a 3,500 word article in four hours.”

Steps for designing a more inclusive recruitment strategy

Organisations should examine their employee selection process to ensure they are attracting neurodiverse talent, for whom the traditional, high-pressure structure of ‘CV > Interview > References’ can often exclude.

“On every job listing, ask if the candidate would like to request any adjustments to the interview process,” Meredith recommends.

Examples of the kind of “supportive adjustments” a company could make include:

• Allowing for extra time to complete tests or tasks
• Giving all information in advance
• Providing exact details of who the candidate will meet and how long things may take
• Giving the option for information to be provided in different formats

Training interviewers or hiring managers in neurodiversity awareness, and how to coach prospective employees through the process, is another good step for businesses to take.

Many recruiters still focus on finding a ‘cultural fit’ for an office. While a good idea in theory, this perspective can inadvertently limit the hiring potential for neurodivergent people, who sometimes struggle to recognise social cues.

What help is available?

UK small businesses should also utilise the government’s Access To Work scheme, provided through the Department of Work and Pensions. Signposting this program to all employees will encourage neurodivergent people to feel comfortable completing a workplace assessment.

Should the employee choose to share their workplace assessment results, the employer will then be given suggestions for training, equipment or assistive technologies.