Five things you should know about neurodiversity

Neurodivergence is the concept that certain individuals’ brains work and interpret information differently to those deemed “neurotypical”. Neurodivergence is not a clinical term but is commonly used to recognise cognitive differences.

Neurodivergence can include individuals who have been diagnosed with neurological conditions, such as:

• autism

• dyslexia, dyscalculia

• developmental co-ordination disorder (dyspraxia or DCD)

• attention deficit hyperactivity disorder (ADHD).

Many of the conditions associated with neurodivergence are “spectrum conditions”, meaning that the effect on individuals differs across a broad range. Due to the complexity of medically diagnosing these conditions, not everyone falling within this category will have had a formal diagnosis. However, an increasing number of adults are discovering that they are neurodivergent. It is estimated that approximately 15% of the UK’s total population is neurodivergent, which makes it highly likely that neurodivergent individuals are making up a similar proportion of the UK’s workforce.

1. Neurodiversity can bring significant advantages to an organisation

Neurodiversity is associated with workplace benefits, including:

• higher levels of innovation

• creative thinking

• lateral thinking

• highly specialised skills

• analysing strategically

Embracing neurodiversity can therefore give an organisation a competitive advantage. Neurodivergent employees can be hyperfocused on their work.

A JPMorgan Chase executive director and head of Autism at Work has been quoted as saying:

"Our autistic employees achieve, on average, 48% to 140% more work than their typical colleagues, depending on the roles." 

2. Neurodivergence can meet the definition of disability

The legal definition of a disability in the Equality Act 2010 includes mental impairments which have a substantial and long-term adverse effect on an individual’s ability to carry out normal day-to-day activities. As such, it is possible for neurodivergent employees to meet this definition.

Internal practices and procedures must not discriminate against any individuals because of their neurodiversity. One example of this is where shortlisting decisions during the recruitment process are made using psychometric testing, as neurodivergent employees may have difficulty with interpreting hypothetical examples and/or selecting from multiple choice answers (see Government Legal Service v Brookes).

Putting the following in place can ensure neurodivergent staff are protected against discrimination.

• Including neurodivergence in diversity training sessions during new starter induction training.

• Ensuring neurodiversity is covered in periodic and repeated diversity sessions.

• Covering neurodiversity and workplace support for neurodivergent employees in equal opportunities training.

• Providing management training on neurodiversity.

• Encouraging disclosure of neurodiversity from employees to ensure this can be recorded and taken into account going forward.

3. Recruitment practices can be made neurodivergent friendly

Finding, attracting and recruiting neurodiverse talent needs specific focus: traditional recruitment practices can be off-putting to these individuals, not reach them at all or be designed in a way that makes it more likely for them to fail.

Where and how a job is advertised, as well as the job description and person specification, makes a big difference when trying to attract neurodivergent individuals. Using specialist sites to advertise and avoiding general language which focuses on softer skills, such as communication and interaction that may not truly be essential to the particular job can attract neurodivergent individuals, so focus should be on what is truly essential to the post. Being flexible and open to those who may be different to existing employees, and explicitly stating that reasonable adjustments, including for neurodivergence, will be made during recruitment, can help to attract neurodivergent applicants.

Other adaptations include:

• reviewing the use of psychometric testing and whether this is necessary to meet the aims of the recruitment process. Neurodivergent employees may require adjustments such as sending written answers to specific questions

• providing shortlisted candidates with information on the interview, including what this will entail, the use of any tests, whether competency-based questions will be used, etc

• providing managers with training on unconscious bias and neurodiversity to ensure discriminatory decisions are not being made based on body language or communication stereotypes

• considering using practical assessments or short trials to assess suitability for roles, rather than solely relying on interview questioning

• ensuring interview rooms are quiet, private and free from distractions, including any material placed on walls or notice boards.

4. Making the workplace neurodivergent friendly

The support neurodivergent staff need will vary. This can create difficulties where there is a “one-size-fits-all” approach to neurodivergence. For example, certain neurological conditions, such as autism, can make individuals more sensitive to sensory inputs; noise and sights of the working environment can have a greater impact on autistic employees when compared to neurotypical, or different types of neurodivergent, individuals. Workplace adaptations can be key to the success or failure of a neurodivergent employee’s work, so even where the duty to make reasonable adjustments does not apply, it is still worthwhile to consider what adaptations might be possible to support these employees.

Talking to the employee about what they need is the best way to ensure what is put in place is suitable. However, some general recommendations include:

• dividers to segregate certain areas

• quiet desks or offices, or allowing rooms to be booked as quiet spaces

• situating employees away from busy doors or walkways

• a breakout area

• visible operating instructions next to work equipment such as printers

• quiet working hours or days

• permitting noise cancelling equipment, eg headphones or earplugs

• clarity over tasks and deadlines

• amending work duties

• allowing flexible working hours

• providing a fixed desk in a hot-desking environment

• asking employees to reduce noise levels when at their desks during working hours.

Everyone, whether neurodivergent or neurotypical sits on a scale of what is manageable.

Consider points of engagement, boredom and stress when designing workplaces for the best means of engagement across a range of employees.

Once adaptations have been made, they should be regularly reviewed with the employee to check on their success and make any adjustments.

Identifying neurodivergence and those employees who require additional support can be more difficult than identifying other management issues, such as recognising symptoms of stress or identifying repetitive lateness. For example, it will not be appropriate for a manager to approach an employee and point out indicators of neurodivergence that they have noted to start a discussion about workplace support. This difficulty can be overcome by creating an inclusive environment where neurodivergent employees feel supported and encouraged to speak about this with their line managers, initially making a disclosure about their neurodiversity so this can be further discussed.

In a similar fashion to other health matters, discussing neurodiversity with any employee is likely to be a sensitive and highly personal matter. Managers need to ensure they are comfortable with carrying out conversations on this subject and ensure these are appropriate and sensitive at all times.

5. Supporting neurodivergent employees

Neurodivergent employees may feel that they are segregated or do not have others within the workplace who they can seek support from. This may lead to feelings of isolation, which can result in neurodivergent employees feeling unengaged and likely to move on.

Creating a support network for neurodivergent employees can help to create a positive work environment that celebrates, and encourages, employees who are neurodivergent. This can be done by:

• introducing a neurodiversity taskforce responsible for leading neurodiversity initiatives and understanding

• training a member of management to be a neurodiversity lead responsible for leading neurodiversity initiatives

• creating a buddy system where neurodivergent employees are supported in workplace matters.

As always, the key individual responsible for supporting neurodivergent employees at work will be their line manager, as they will have daily contact with the employee and will be in a position to monitor their workload or adjust the working environment. Therefore, line managers need to receive appropriate training and management support to ensure they are capable of positively managing neurodivergent employees.

If you would like support better understanding what you can do to support neurodivergent individuals in your organisation, and making reasonable adjustments, please do get in touch.