Kavitha Sivasubramaniam examines if employers are doing enough for neurodivergent employees
Neurodiversity has been on the HR agenda of many organisations for some time now. Is it more than just a buzzword and do employers actually implement meaningful support for those who need it or is it merely a new buzzword?
Neurodiversity is a term that describes the difference in the way a person’s brain functions compared to a neurotypical individual. Neurodivergent conditions can include Attention Deficit/Hyperactivity Disorder (ADHD), Dyspraxia, Dyslexia, Autism, Dycalculia, and Tourette Syndrome.
One in five workers is estimated to have some form of neuro variation. While awareness and diagnosis have increased, employers don’t seem to be keeping up.
The Office for National Statistics’ latest figures to 2023 show a pay gap of 12.7% between disabled and nondisabled workers. One of the largest gaps, 27.9%, was found among disabled employees who have autism. There is still a lot to do to equalize the playing field for disabled employees in today’s workplaces.
Why is it important to support neurodiversity in the workplace?
According to a simple number perspective, between 15% and 20 % of the UK’s population is neurodivergent. John Palmer, Acas’s advisor, explains that a large portion of the UK working population has brains that function differently. They also learn and process information in a different way.
“Also a significant percentage of the UK’s population is thought to be either undiagnosed or unaware of a neurodivergent disorder.”
He explains that workplaces can tap into a huge amount of talent and potential from existing or new staff by understanding neurodiversity, and by making simple, low-cost changes.
Palmer says: “By getting this right, you can make your workforce more productive and effective.”
Starting point
Towergate Employee Benefits conducted a survey earlier this year that found that more than half of employers expected to see an increase in the demand for help in this area.
Debra Clark is the head of wellbeing at the company. She says, “It’s important to have a neurodiversity awareness in order for people to be themselves fully at work. I believe we all should have a full awareness as a whole society.”
Lutfur Ali senior policy adviser and practice advisor for EDI, at the CIPD believes that employers should start by proactively mapping an employee’s journey, and mitigating against challenges.
He states: “Neuroinclusion is a part of every aspect of an individual’s identity, and it should be a fundamental element in any strategy for equality, diversity, and inclusion. It’s difficult to take action if you do not know where to start.
Cybill Watkins insists that once an employer commits to taking action, they should offer support for neurodivergent employees throughout their career. She was diagnosed with combined ADHD and autism in her 40s.
She adds: “Look at all aspects of the employee lifecycle – from the job description to the application, onboarding process and beyond. It needs to be inclusive.” Neurodivergent individuals may find performance reviews particularly intimidating. “Don’t overwhelm or overload them.”
Heston Blumenthal OBE is the founder of The Fat Duck and Dinner By Heston Blumenthal. He agrees with employers that they need to take action from day one.
A study commissioned by him found that almost a third (31%) board directors and HR managers at FTSE 350 firms describe their company’s recruitment policies for neurodivergent candidates as poor or average. Nearly all respondents (91%) agreed that employers should develop bespoke recruitment processes to help them better understand neurodivergent applicants and their skills.
He said: “The challenges begin at the recruitment stage, where many neurodiverse individuals find traditional interview settings uncomfortable. An overload of visual and auditory stimulation can overwhelm a person in a stressful situation.
It would be encouraging to have employers adopt a more flexible recruitment approach, perhaps stepping away from formal interviews and finding ways to be inclusive. This would be an excellent step in the correct direction.
Practical Support
Employers often believe that they lack the funds or the capacity to make reasonable accommodations, but the Equalities Act 2010 requires them to do so for people with protected characteristics. The Equalities Act 2010 covers hidden disabilities and neurodiverse disorders, like dyslexia.
Clark says that small changes in the workplace will help people with neurodiversity symptoms and traits to flourish and achieve their best at work. This will also improve the results and outcomes for the company. Employee benefits offer a wide range of support, from employee assistance programs if a particular symptom affects wellbeing, to specialist advice and support services for those who want to manage their symptoms.
She says that some services may be offered as an addition to an employee benefit with an extra cost, while others might be stand-alone support services. Some of these services can be paid for by the company, while others are employee-paid.
Clark continues: “Budgets, company size, demographics of employees, and industry all can play a part in deciding the right solution for each business.” It would be helpful to seek independent advice from a specialist intermediary in order to choose the best solutions for each individual circumstance.
Palmer believes that it is crucial to support neurodivergent workers at the policy, organisational, team, and individual level.
He adds: “Keep in Mind that what is best for your workplace and your staff will depend upon a variety of factors, such as the type of work and the size your organization.”
Employers could, for example, refocus a performance-management system on the outputs instead of the processes involved, so that employees are encouraged to work ways that encourage them to be more efficient, such as allowing an employee to move into a quieter area to handle a complex customer query.
He suggests establishing support systems such as ‘buddying’ or’mentoring systems’, or staff disability or Neurodiversity Networks to increase awareness and understanding of the neurodiversity within an organisation.
Another option is to provide managers with training on neurodiversity, give them the time to understand their staff’s needs, and empower them to make improvements to team performance. As a reasonable accommodation, employers could provide a standing workstation for ADHD employees.
Joseph Holman (founder and CEO of Green Doors), who suffers from dyslexia and ADHD and is dyslexic, believes that education and awareness are also important for the rest of the workforce.
He states: “Colleagues must be supportive and attentive if we want to fully integrate neurodiversity at the workplace. Listen to your colleagues carefully and avoid being judgemental.
Watkins says that employers who are forward-thinking embrace the idea of work passes, which neurodivergent individuals have, so that their colleagues can know how to best approach and communicate with them.
Ali suggests that employers create policies around the individual’s needs, have role models and allies within their business, particularly at senior levels, and use an intersectional approach, where neurodiversity becomes part of conversations about other protected traits, like race or gender. He advises organizations to track the effectiveness of support offered.
“There is also the accountability and review piece. Reviews of any policies or provision need to be done along the way, not only at the end. Ali says that if it isn’t making a difference in the lives of neurodivergent individuals, then changes need to be made.
Future strategies
The CIPD’s Neuroinclusion Report 2024 looked at the extent to which UK companies value neurodiversity, and make sure their workplaces are inclusive. The report found that three out of five organisations (61%) value sneurodiversity, and provide support to neurodivergent employees so they can perform at their best.
The institute developed seven principles to create a neuroinclusive work environment. These are:
- Understand where you are and commit to long-term action.
- Focus on creating a culture that is open and supportive where people can feel comfortable discussing neurodiversity
- Consider neurodiversity proactively in all management interactions
- Allow employees to master their own journey
- Flexible working is the key to a flourishing workplace for everyone
- Give ongoing attention to your wellbeing
- empower neurodivergent voices.
Ali says: “There has been a shift in society as people look for help.” This is a major driver of the future of employment. Diversity of thought is critical to business performance, and therefore workforce strategies must take this into account.
He says employers should create a culture that supports neurodiverse people and take into account the fact not everyone will be comfortable discussing their condition.
Ali says that a large number of people are afraid to declare their neurodiversity for fear it will negatively affect their careers.
The findings of a Zurich UK study released in November this year show that nearly half of adults (47%) hide their condition from potential employers. Stigma prevents 51% from disclosing neurodiversity.
Employees’ assets
Watkins says that implementing support for staff who are neurodivergent is a no-brainer.
Watkins says, “If you have that perfect employee with an incredible brain who is driving the business forward and bringing it to the next level, why wouldn’t give them every opportunity to succeed?”
Holman has overcome his early challenges and now employs over 20 people. His business generates a turnover of PS2m. He attributes his success to neurodiversity.
He adds: “Neurodiversity at work, while sometimes challenging, can provide rich rewards for employers and employees.” It enables a mix of different skill sets to be brought together in order to solve issues that can be innovative and creative.
