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Build a neuro-inclusive workplace with understanding and collaboration.

In 2023, a survey of HR leaders from more than 1,100 companies across 46 countries by Aon (referenced here by IPSOS) concluded that “75% globally say that employee wellbeing is important at their company”. That same survey later revealed that “The majority of companies globally have both a wellbeing initiative in place (87%) and a wellbeing strategy (83%)”

Sounds reasonably encouraging, right?

Yes, it does. But while the focus on employee wellbeing is consistently high, the prioritisation of a more neuro-inclusive working environment doesn’t quite meet the same level of urgency. According to statistics published by CIPD earlier this year, “just 60% say that neuroinclusion is a focus for their organisation and a low 33% say it’s in their EDI strategy or action plan.“ 

So – how can you create a more neuro-inclusive culture within your organisation? And how will this benefit levels of profitability and productivity?

Understanding neurodiversity

Firstly, let’s make sure we’re on the same page with our terminology.

Neurodiversity, like diversity, means all of us.

Neurodivergence is the umbrella term for many conditions, which include Dyslexia, autism, ADHD, Dyspraxia, Dyscalculia, Dysgraphia and Tourette Syndrome. Those seven are the most common neurodivergent conditions in the UK.

I recently published a blog that specifically listed “10 practical tips to be more neuro-inclusive at work”. The purpose of that blog was to demonstrate that even small changes and minor considerations can make a big difference to those in your teams who identify as neurodivergent. It also reinforces the importance of doing so – around 1 in 5 people in the workforce are neurodivergent.

Neurodiversity itself has gained a lot of attention in recent years, largely because for some, the diagnosis process has become more efficient, easier to start, and more conclusive in its results. Conversations around awareness, understanding and education have become more popular, and there’s been significant media coverage on the topic. For some organisations, however, there’s still a lot to learn.

Larger organisations, with teams across several sites or in various countries, are struggling to translate this new understanding into policies, training for managers, or reasonable adjustments in the workplace. They lack the agility of smaller businesses to respond to these new policies, and there might be different awareness or expectations in those different countries. They may therefore find themselves at a disadvantage.

And smaller businesses might not have anyone within the team who has a good understanding of the various neurodivergent conditions, let alone what to do when someone discloses their condition!

Working in collaboration with the right people

While most HR directors, leaders, and those with relevant accreditations are able to provide the basic support for employees, understanding the right pathway to real neuro-inclusion lies in specialist training through qualified consultants.

Being neuro-inclusive isn’t about following a check-list, it’s about understanding the challenges being faced by your neurodiverse colleagues from their point of view, recognising how this impacts their performance or ways of working and providing real solutions that enable them to work more productively. Often, these are minor adjustments such as:

  • Reviewing your recruitment process – clearly explain which skills and experiences are essential, and which are considered as “desirable”. You might offer different methods of submitting their application, think about how you conduct your selection process, or perhaps remove industry-specific jargon to make job descriptions easier to understand.
  • Providing detailed training and support to managers – make sure leaders and managers understand your neurodiversity policy and encourage collaboration between colleagues. Offer clear guidance and support through a range of resources, and encourage them to regularly review their team’s workloads.
  • Raising everyone’s awareness of neurodiversity – include a neurodiversity unit in mandatory staff training, run awareness days, and encourage the freedom to share their neurodivergent status at various opportunities, from their induction to their one to ones with their line manager.
  • Offering support tailored to each individual – without the need for them to have a formal diagnosis of their neurodivergent condition(s). This could involve measures such as providing noise cancelling headphones as standard practice, or making quiet working areas available within your office space.
  • Having a clear neurodiversity policy – this needs to clearly outline the expectations, understanding, and the support available to employees who are neurodivergent, with or without a formal diagnosis. This is something I can support businesses with, making sure they are inclusive, compliant, and able to implement the policy effectively.

How can I help you?

I have worked for more than 20 years in HR and DEI in global organisations, ensuring that my HR and DEI “tools” provided business-focused solutions. I’ve been specialising in neuro-inclusion for several years, and am a trained coach. As an experienced trainer, I can support your leadership team and managers on this unique and important journey, by delivering development and training programmes tailored specifically to fit your organisation. I’m also accredited to identify the appropriate reasonable adjustments for someone, through a Neurodiversity Workplace Needs Assessment.

If you’d like to know more, please contact us.