This blog is a lay summary of Doyle, N. (2022). Chapter 11: Adapting Other Internal Organizational Resources to a Neurodiverse Workforce in Bruyère, S. & Colella, A. (Eds) Neurodiversity in the Workplace Interests, Issues, and Opportunities. New York, Routledge.
Researchers and practitioners who work in the field of neurodiversity consider neurological differences to be more than just a disability. This view lets us see neurodiversity as a power- a power that comes with challenges but ones that can be overcome with systemic inclusion.
So, who are we referring to when we use the terms neurodiversity, neurodivergent or neurominorities?
The range is broad, but it includes neurodivergent identities such as: ADHD, autism, dyscalculia, dyslexia, dyspraxia, and tic disorders etc. Those that do not identify with these are known as neurotypical people. Some neurological differences might be caused by brain injury, chronic neurological conditions such as multiple sclerosis and mild to moderate mental health needs such as anxiety and depression.
This blog outlines changes employers could implement in their workplace so neurominorities feel more inherently included. This can lead to improved productivity and success.
Disability legislation is shifting towards a social model, where disability is seen as an effect of our environment, such as one’s workspace. Traditionally, organisations have been managing this by helping employees on an individual basis. Very little is done to change organisational policies and procedures on a broader level. For example, action is taken when someone discloses their disability or if there is a drop in an employees’ performance. This usually takes place in the form of reasonable adjustments or conducting workplace needs assessments. Nevertheless, this carries the risk of someone with a disability not receiving the support they need in the workplace if they choose not to disclose their disability. Also, there is a risk of discrimination and stigma for those who choose to disclose a disability. Injecting inclusive thinking at an organisational level means everyone is potentially covered to an extent rather than just the few. This aims to reduce discrimination and stigma and enable everyone to thrive in their roles.
What can employers do to be more inclusive?
Universal Design
Universal design is an approach that enables organisations to build an infrastructure so some of the accommodations that are broadly helpful can be put in place before a problem arises. These are likely to benefit both neurodivergent and neurotypical workers. In order to get the best results, universal design tells us to consider the following factors:
- Equitable use: An employer could consider offering accommodations to every employee rather than an individual and make this best practice. For example, if flexible working hours for some led to increased productivity, could flexible working hours be offered to anyone?
- Flexibility in use: Understanding that individuals may approach tasks in a different way and offering alternatives.
- Simple and Intuitive Use: Use of clear and concrete language to avoid misinterpretations or confusion.
- Perceptible Information: Presenting information in different ways, such as dividing long texts into paragraphs, using visual aids, use of audios etc.
- Tolerance of Error: Not every accommodation can be in place, therefore there has to be a system for individuals to review their work, go back and change.
- Low Physical Effort: To minimise physical effort on employees, for example, offering flex time for an employee to get to work to avoid rush hour traffic. This is useful for employees who might experience noise sensitivity or time management issues.
- Size and Space for Approach and Use: Consider how to adjust a work environment since neurominorities could find some environments more overwhelming than others. Examples include noise, temperature, lack of personal space and privacy, visual stimuli, movements and smells.
Employee Welfare
- Counselling, Mindfulness and Cognitive Behavioural Therapy via Employee Assistance Programme: If an employer offers traditional psychological therapies to support neurominorities, they should consider making sure that a referral is made to a specialist in neurodiversity. These traditional therapies focus on reducing the level of stress. However, the cause of the stress could be the result of the environmental demands in the workplace.
- Assessment from Occupational Health: These assessments are carried out by occupational therapists (OT) and focus on physical health problems. Employers passing on referrals for an OT assessment should ensure their chosen provider has an understanding and specialism in neurodiversity.
- Health benefits: When we look at medical interventions such as anti-depressants for anxiety and depression or medication for ADHD, employers should consider if the employment context itself is providing the unhealthy stimulus for the difficulty. If so, can the employer offer accommodations in the workplace first, before going down the treatment route?
Employee Resource and Business Groups
Many large companies have put together employee resource groups. Employees report that being part of such groups helps ensure they are heard. It is important for organisations to get feedback from individuals within their organisations. Hearing from a wider range of your employees is an essential and an important step towards introducing inclusivity in the organisations. Furthermore, business leaders have a crucial role to play in shaping and role modelling these policies and practices within their businesses.
Assessing the Effectiveness of Neurodiversity Programmes
This can be achieved through:
- Assessing the longitudinal outcome after the implementations are made within the business
- Reductions in individual-level compliance-based adjustments
- Friendly and inclusive language around inclusion.
In conclusion, universal design should become the norm for organisations to create and promote a welcoming climate for neurominorities. The active steps outlined in this blog can greatly benefit organisations, leaders, and employees to create a meaningful and truly inclusive organisation.
