Guest blog for Occupational Health Awareness Week 2023 - by Louis Taylor, Consulting Business Psychologist
Neurodiversity refers to the different ways in which a person's brain processes information. According to Acas, more than one in seven individuals are likely to be neurodivergent. However, organisations are not always aligned to support neurodivergent individuals effectively. In a poll by CIPD, only 10% of HR professionals said that neurodiversity was mentioned in their people management practices; while ILM reported that 50% of line managers said they were uncomfortable line managing or hiring someone who is neurodivergent; and a City and Guilds report found that 32% of neurodivergent individuals do not feel comfortable to disclose at work – meaning there is work to be done.
It is important that organisations are supporting their neurodivergent talent. It is a legal requirement, and the right thing to do, but it also makes good business sense. Neurodivergent individuals can possess many strengths that are beneficial to organisations and support organisations to succeed. Examples of key strengths of neurodivergent minds include:
Leading organisations are starting to recognise and highlight the benefits of neurodivergent talent, such as JP Morgan Chase who conducted a side-by-side comparison of their Autistic employees compared to their peers, and found that the “Autism at Work employees were 48% faster and as much as 92% more productive”. GCHQ also stated that: “Neurodiversity is key to keeping Britain safe. At GCHQ, some of our most talented and creative people have a neurodiverse profile.”
However, Small and Medium-Sized Enterprises (SMEs) may not always feel equipped to support their neurodivergent staff, particularly if they have less experience with neurodiversity and do not have the same resources, policies, procedures and expertise available as some larger organisations.
SMEs and supporting neurodivergent talent
When supporting neurodivergent talent, the size of your organisation does not matter; it is the culture that your organisation instils that makes the difference. Creating a neuroinclusive culture requires work. It does not necessarily have to be costly, but it may require time and resources to get key stakeholders involved. Of course, some adjustments come with a monetary cost, such as software, equipment etc., but these small investments are cost-effective, as the increase in productivity, positive wellbeing, and higher retention is much more effective compared to the cost of having to re-hire talent, and, in some scenarios, the cost of employment tribunal cases if employees are not supported correctly.
How can SMEs work to support neurodivergent individuals?
- Create a neurodiversity policy, where individuals can go to understand what support is available.
- Create a space for neurodivergent minds and allies to come together, seek advice, and raise concerns.
- Senior leadership buy-in; no matter the size of your organisation, it is important that all key stakeholders are aligned with the importance of supporting neurodivergent talent. Only when this is achieved will organisations be able to take the right initiatives to instil this into their culture.
- Partner with a neurodiversity expert, to support neurodivergent employees with the relevant assessments to aid them at work, as well as education, awareness, and training for your organisation.
- Raise awareness throughout your organisation – do not shy away from speaking about neurodiversity; hold your hands up when you do not know the answers, but also commit to finding them out. Work together to educate and take the necessary steps to achieving neuroinclusivity in your organisation.
A takeaway is to work with each neurodivergent individual, each of whom will have a distinct experience in terms of their strengths and challenges, and it is important that any support is tailored to their needs. The way to do this is by listening to them, letting them share what ways of working suit them, and working collaboratively to ensure that these are implemented accordingly. Offering the space for individuals to come forward, speak up about their challenges and seek support helps to create psychological safety, which is fundamental to ensuring employees feel safe to ask for the support to help them to thrive at work!
Louis Taylor is a Consulting Business Psychologist at Lexxic.