Designing a neuroinclusive and neurodiverse workplace

20% of employees with neurodivergent conditions face either discrimination or harassment at work, according to a recent CIPD report.

Employers are being encouraged to think about how they can support neurodiversity and neuroinclusion in their workforce and nurture the talents of such individuals to ensure they not only have a positive experience at work, but that they also have the support they need to thrive.

Background

The CIPD, working with Uptimize, published a report in February 2024 on Neuroinclusion at Work, based on the results of employer and employee surveys of over 2000 employees and managers. The results offer insights into the current position of neuroinclusion in the workplace, and what more can be done to improve it.

Neurodivergent is the name given to the difference in how an individual’s brain works and interprets information, in comparison to those who are “neurotypical” and react in the way society expects them to. Neurological conditions which are commonly understood as making individuals “neurodivergent” are autism, dyslexia, dyspraxia, and attention deficit hyperactivity disorder (ADHD).

Current estimates are that around 15% of the UK population are neurodiverse, including those who have not had a formal diagnosis.

This makes it likely that all employers will at some point or other employ an individual who is neurodiverse.

As neurodiversity affects the brain and its interpretation of information, this can have a significant impact on how an individual interprets communication, physical contact, noise, light, sights, etc. These are all critical parts of the workplace and the working environment, from speaking to colleagues, to carrying out work in a noisy open-plan office. As a result, failing to take measures to mitigate these effects can mean a neurodivergent employee is not able to perform their duties.

The benefits of a neuroinclusive workplace

According to the Neuroinclusion at Work report, 19% of respondents said that a negative experience at work in relation to their neurodiversity had made them less likely to stay in their job, and less likely to recommend their employer to a friend. Creating a more understanding workplace is therefore likely to help attract, and retain, employees who are neurodivergent. As well as helping to create a workforce that is diverse and inclusive, and all the resulting benefits of doing so, neurodiversity is recognised as causing certain individuals to have higher levels of innovation, to be able to think creatively or more laterally than others, to analyse strategically, and to develop highly specialised skills in comparison to neurotypical individuals. As such, there are significant benefits for all involved in designing a neuroinclusive workplace.

Get talking about neurodiversity

According to the neuroinclusion report, 31% of organisations failed to formally talk about neurodiversity. Not HR, senior leaders, managers nor even employee resource groups were having conversations about neurodiversity at work, which could have the impact of discouraging a neurodivergent employee from disclosing this about themselves, for fear of the impact on their carer (as 29% of respondents were), their development opportunities or how their manager would treat them in appraisals and day to day. Through talking about neurodiversity, the stigma that surrounds it can be broken down, and misconceptions corrected.

Talking about it can include training on neurodiversity, including it in relevant policies and improving communication and transparency in a way that would benefit neurodiverse and neurotypical employees alike.

Training on neurodiversity

According to the neuroinclusion report, 27% of respondents said there is training for line managers in what neurodiversity is and its value to the business within their organisation. 24% said that the training included supporting neurodivergent team members, and only 18% reported that line managers were trained on how to respond when a job applicant or employee tells them they are neurodivergent. Overall, 39% said that their organisation hasn’t taken any action specific to line managers to create a neuroinclusive organisation.

Training on neurodiversity can come in many forms, from specific line manager training in managing neurodiverse staff to general awareness for employees around what it means and what they can do to support their neurodiverse colleagues. Where possible, it should include factual and positive information and personal stories about neurodiversity to really bring the training “to life”.

Line managers are a key group to target when designing a neuroinclusive workplace. They play an important role in an employee’s experience in the workplace, and they can be the first port of call for access to training and support at work that is specific to employee needs.

When training managers, the focus should be from the start of the employee lifecycle to the end. This includes interview and recruitment techniques for neurodiverse individuals; ways in which to support neurodiverse team members, including providing feedback; and how to bring a team together that includes both neurodiverse and neurotypical staff.

Policies

According to research, only 10% of organisations acknowledge neurodiversity in their policies. As a result, many neurodivergent employees do not have any formal avenues of support, or, where it is available, are not aware of it. As a result, this can mean those employees must develop their own ways of coping with ill-adapted work, causing them to lose focus on their work and deplete their energy.

Making sure that neurodiversity is part of all relevant policies sends a clear message that the organisation is committed to being a neuroinclusive employer. This can be in ensuring workplace adaptations for neurodiverse employees, or tailoring learning and development policies to better individual needs, neurodiverse or otherwise.

Work towards transparency and communication

This is both on an organisational level, and also within individual teams. Neurodivergent employees benefit from the use of clear language, expectations and definitions that remove uncertainty as to what is expected of them. Indeed, all employees are likely to benefit from this. Establishing methodical working patterns can also help with task prioritisation and organisation and introducing a reliable routine removes a potential stressor for neurodivergent employees.

Communication is also important. Putting effort into connecting with each individual, in a way that is best suited to them, helps to build trust in relationships and improve their ability to work together. It can also increase the confidence a neurodivergent employee has in the support they will receive from their employer, making them more likely to perform well and stay in the organisation.

Conclusion

Designing a neuroinclusive organisation is not an easy task. Deciding what it will look like in an individual organisation will require engagement with employees and collaboration on the best ways in which to achieve this goal. Employers who do this successfully, however, are likely to see the positive impact of their work within the workplace.

If you would like support developing your organisation to be more neuroinclusive, please do get in touch.