Our Humans at Work series spotlights important life changes and struggles employees face in their personal lives, with the aim to give insight to how managers can sensitively approach in conversation and support. The video accounts are all anecdotal and subjective to the people interviewed.
Whilst a lot of companies are levelling up their approach to inclusion and diversity, differences in the way people think are still all too often overlooked or misunderstood.
This guide will provide you with a starting point to understanding neurodiversity. We’ll be hearing from some incredible experts about how to tap into the talents of neurodivergent team members and share some simple steps you can take to start building a more neuro inclusive work environment.
But first - take a look at the video below to hear from Gabriella about her experience of autism and ADHD and the impact that a lack of support at work had for her.
Based on different studies, it’s estimated that between 15-20% of the population are neurodivergent
According to recent research, just 27% of neurodivergent employees feel their organisation provides any meaningful support with navigating the workplace
Only 46% of managers feel capable and confident supporting neurodivergent individuals at work.
When support and understanding around neurodivergence are in place, they can be transformative - not just for the individual, but for the organisation as a whole. Research suggests that teams with neurodivergent members can be 30% more productive than those without them.
The term ‘neurodiversity’ recognises that our brains have naturally evolved to work in different ways.
The word was coined in the 90s as part of a social movement challenging the view that differences in how our brains are wired and process information constituted ‘disorders’ in need of corrective treatment.
The movement asserted that neurodivergent brains bring unique and valuable strengths and perspectives, and that the ‘myth of normal’ was probably not doing us any favours.
Myth 1: neurodivergence = people with ADHD and autism
Although ADHD and autism might spring to mind when we think about neurodiversity, the term also covers many other diagnoses. Neurodivergence encompasses dyslexia, dyspraxia, dyscalculia, Tourette's syndrome and obsessive-compulsive disorder (OCD), as well as many other conditions. The term can also refer to acquired conditions like post-traumatic stress disorder (PTSD) - in short, anything that changes the wiring of your brain.
Myth 2: neurodivergence is easy to spot
Neurodivergent individuals are often socially conditioned to adapt their behaviour to workplace norms that are not built with them in mind. This is referred to as ‘masking’. As a result, neurodivergence is not always obvious.
Some of the manifestations of neurodivergence are external, such as signs of inattention associated with ADHD. But there are also many internal symptoms, like the rejection sensitivity dysphoria that Gabriella mentioned in the video above.
Myth 3: providing support for neurodivergent employees is expensive
Many adaptations to the workplace can be made at low or no cost (e.g. creating a quiet zone in the office or offering flexible working).
Individuals in the UK who are neurodivergent can also apply via the Access to Work scheme to fund things like assistive software and physical changes to the workplace. You do not have to be diagnosed to apply. If you have employees outside of the UK, it’s worth researching whether similar schemes are available.
Now we’ve busted some of the more persistent myths around neurodivergence, it’s time to explore some tangible steps you can take to create a more neuroinclusive work environment.
Creating psychological safety is an important first step, according to Abi James, a Clinical Operations and ADHD Advocate at Oliva.
"Supporting neurodivergent team members isn't about being an expert on neurodiversity; it is about creating a safe space for that team member to express their experiences and support needs."
"When a diagnosis (or self-diagnosis) is disclosed, it can sometimes be met with a negative undertone or a feeling of unease, but essentially it is just extra context on what factors may help or hinder this team member in their role or in their team."
Do:
Reassess your recruitment process. Traditional selection methods may disadvantage neurodivergent talent. For example, you can eliminate abstract questions in interviews, which will set those who prefer direct, concise communication up for success.
Proactively advertise your openness to neurodivergent candidates, and ask them at each stage if they have preferences about how to showcase their skills.
Think about the physical environment. If you work in an office, sensory distractions can be an issue for some individuals, but simple tools like noise-cancelling headphones can help reduce overwhelm.
Take a strengths- based approach. Astrid Maguire, ADHD coach and founder of ADHDCoached, explains: “Identifying strengths and making the most of them is key. This can be harder for people who have had poor experiences in the workplace and feel demoralised as a result.”
Improve your feedback skills. Many neurodivergent individuals, particularly those with ADHD, can experience a heightened emotional response to perceived criticism, so framing feedback well is essential. Asking your neurodivergent employees how they would like to receive feedback can help them prepare and get you both on the same page.
Establish safe standards for sharing diagnoses. Ensure that you have a clear policy to indicate to employees what support is available and how to access it.
Consider specialist training to upskill your team about the benefits of neurodiversity in the workplace. Training can help open up the conversation by promoting a shared understanding and giving people the language to talk about neurodiversity.
Deepen your knowledge. There are some great resources out there about neurodiversity in general and specific diagnoses. This hub for employers is a great place to start. Look for guidance on how to provide support, celebrate achievements and track progress. Remember, neurodivergent individuals may require different benchmarks for success.
Don’t forget that you have a legal duty to adapt the workplace for neurodivergent team members. In the UK, organisations must provide reasonable adjustments to their team members under the Disability Act.
Don’t assume that every neurodivergent person has the same strengths or challenges. Neurodivergent individuals can excel at things like visual thinking, attention to detail, resilience, hyperfocus, creative problem solving and pattern recognition. However, no two people are the same. Ask your employees what they’re good at, rather than presuming that different people - even those with the same condition - are suited to the same task.
Don’t assume that all neurodivergent individuals will be able to articulate everything they need immediately. Many people are diagnosed as adults and as Abi highlights, “the individual may be on a journey with understanding their condition and so the manager should be open to the fact that their team members' needs may change over time."
Don’t share an employee’s diagnosis without their consent. This is confidential, sensitive data and you should be led by the employee in figuring out what, if anything, to communicate to colleagues.
Neurodivergent individuals have so much to bring to organisations - as Gabriella says, ‘we need to have different brains making decisions in the workplace.’ Unlocking that talent requires managers who are willing to listen, learn and see things from a different perspective.
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