Acas’ research has found that by combining high-quality training with proactive actions, it is possible to create inclusive workplaces for neurodivergent employees.
The report Neurodiversity in the Workplace: Bridging Research, Practice and Policy highlights the importance of supporting and training managers.
Neurodiversity is the term used to describe differences in people’s minds and their feelings and behaviors. Neurodevelopmental disorders such as ADHD and autism, dyslexia, and dyspraxia are examples of neurodivergence.
Researchers found that proactive measures could be taken to create inclusive environments and make personalised adjustments, without requiring a formal diagnosis of the staff or a disclosure.
Acas concluded that neuroinclusion is possible in any workplace, no matter how large.
Dan Ellis, interim chief executive of Acas, said: “It’s estimated that between 15 and 20 percent of UK adults are Neurodivergent. This could be a huge number of workers not receiving the support they require.
Our research shows that it is urgent to include neurodivergent individuals in workplace policies and training and to reap the benefits of doing so.
The benefits of supporting neurodivergent employees can be wide-ranging.
Birkbeck University of London conducted the independent research for Acas. Researchers combined the insights of experts in neuroinclusion with in-depth case study and published evidence.
The research examined good practices, including how neurodiverse teams can be managed and the benefits of small changes such as writing materials that are accessible.
According to the research, a small business that incorporates neuroinclusion proactively reduced its staff turnover from 34% to 8%.
The report concluded:
- Everyone can benefit from a proactive approach to supporting neurodivergent employees and inclusive work environments that support neurodivergent talent.
- Neurodiversity training must be mandatory and updated regularly to promote inclusive workplaces.
- Line managers play a crucial role in assisting neurodivergent workers, and they must be trained to promote inclusion.
- Staff should not be required to diagnose or disclose a diagnosis in order to make reasonable adjustments.
- It may be necessary to balance individual and organizational needs when making specialised adjustments. Acas can be a valuable resource for small businesses that have limited resources.
Almuth McDowall of Birkbeck, who heads a centre for research on neurodivergent talents, stressed that neuroinclusion is part of broader equity and inclusion agenda.
She continued: “Discussions about adjustments should be focused on performance optimization to harness neurodivergent talents. To reduce the workload on managers, it is important to have centralised and simple processes.
Our case studies have shown that good practices can reduce turnover as low as 8 percent. The organisations should have clear goals for neuroinclusion, and they should monitor and publish the data.
The report also focuses on the best practices in the workplace’s approach to neuroinclusion.
Jodie Hill is the managing partner of Thrive Law. Her firm prioritizes inclusion and support for their neurodivergent employees. She said that her firm has seen benefits from introducing reasonable accommodations for neurodivergent employees, including a competitive advantage.
The adjustments I made helped me understand what my team needed and how to communicate with them.
By creating a diverse workplace with cognitive differences, we gain a competitive edge. We encourage people to use their strengths and create a workplace where they can flourish.
The Equality Act 2010 protects neurodivergent conditions when they meet the definition of disability. Employers are required to make reasonable accommodations for employees who reveal prolonged impairments in day-today functioning.
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