Fostering inclusivity in the workplace isn’t just about meeting legal requirements; it’s about embracing the richness of human differences. Organisations and HR can significantly enhance neurodiversity inclusion in the workplace by implementing thoughtful strategies and initiatives.
In this article, we’ll dive deeper into understanding neurodiversity in the workplace and how HR professionals can play a pivotal role in creating an environment where neurodivergent employees can thrive.
What is neurodiversity?
Neurodiversity refers to the range of neurological differences found in people, encompassing conditions such as autism, ADHD, dyslexia, and Tourette’s Syndrome. These differences can impact how people process information, communicate, and interact with their environment.
With an estimated one in seven people estimated to be neurodivergent, it’s highly likely that most organisations will have employees with a neurodiverse condition. Because neurodivergent people think differently to neurotypical people, they can be an invaluable asset to businesses. Neurodivergent individuals often possess unique perspectives, problem-solving skills, and creativity, contributing to innovation and driving business success. Embracing neurodiversity can lead to improved team dynamics, enhanced productivity, and a competitive edge in the market – which can reflect the customers and communities that your business operates in.
What should HR teams know about neurodiversity?
Understanding neurodiversity is essential for HR professionals to ensure that neurodivergent individuals receive the support they need to thrive in the workplace. Moreover, HR professionals should be aware of the legal considerations associated with a person’s neurodivergence, which may be considered a disability under the Equality Act 2010.
The Equality Act 2010 defines disability as a ‘physical or mental impairment which has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities’. Given that some neurodivergent conditions are lifelong in their nature, neurodivergent employees may potentially meet the legal definition of disability, which provides them with important rights to reasonable adjustments and protections against discrimination, harassment, and victimisation.
5 key ways that HR can support neurodiversity in the workplace.
From implementing reasonable adjustments to promoting awareness and providing tailored support, HR professionals should consider a number of strategies which can create an environment where all employees can thrive, regardless of their neurological differences.
Workplace environment
When it comes to supporting neurodivergent individuals, considering the physical workspace is an important factor. Some employees may be sensitive to noise and light, so providing quieter, dimmer areas can be beneficial. Conducting desk assessments can help to identify if computer screens are set at the appropriate brightness and whether employees have the right equipment.
Providing some opportunities to work flexibly which works for both the individual and the business can be particularly valuable in the case of neurodivergent people.
Communication
Clear and unambiguous communication is vital since some neurodiverse people may not pick up on nuances in the same way a neurotypical person might do. Varying the format of your communications can also help people who digest information differently.
Training
Offering training to all employees on neurodiversity can help dispel misconceptions and promote the use of positive language and attitudes towards neurodiversity in the workplace. Encouraging an open, inclusive culture and training managers to assign tasks appropriately – playing to strengths and meeting needs – are also essential.
Recruitment
A one-size fits all approach to recruitment could lead employers to miss out on the opportunity to recruit talented individuals. For instance, a candidate may not perform brilliantly across areas like communication, being persuasive or in situations requiring a high degree of emotional intelligence – but they may shine in other areas. A more flexible approach, such as spending time in the workplace rather than a more formal interview, can provide a better understanding of a candidate’s capabilities.
Policies
It may help to draw up a framework for managers and employees to follow, setting out steps to help prevent discrimination, harassment, and victimisation. This could also be a good place to signpost useful resources or support networks.
