In today’s fast-changing technological environment, an employer needs to recognise the many strengths of neurodiverse individuals: creativity, innovation, outside-the-box thinking, problem-solving skills, unique perspectives and insights, perseverance and resilience. These qualities can, with effective support and understanding, give businesses a competitive edge.

 

What is neurodiversity?

Neurodiversity denotes the natural differences in human brain function and behavioural traits. Some of the most common conditions demonstrating these differences are:

  • Attention Deficit Hyperactivity Disorder (ADHD)
  • Autism
  • Dyslexia
  • Dyspraxia
  • Dyscalculia
  • Dysgraphia
  • Hyperlexia
  • Obsessive-compulsive disorder (OCD)
  • Tourette’s Syndrome

 

These conditions or alternative thinking styles bring unique and valuable strengths into the workplace, for example, making unexpected connections, spotting patterns, thinking visually, simplifying processes, processing information at speed and data-driven thinking.

 

Neurodivergence & equality law

The key legislation that relates to neurodiversity in the workplace is the Equality Act 2010. This Act consolidated and expanded previous employment equalities legislation (including the Disability Discrimination Act 1995).

Neurodivergent workers are likely to be found to be disabled within the meaning of the Equality Act. Disability is a protected characteristic.

This provides them with legal protection against discrimination, harassment and victimisation that relates to their condition.

Employers also have a duty to make reasonable adjustments. The Act places additional duties on public sector employers (the public sector equality duty).

Not all neurodivergent workers will consider themselves to be disabled. Workers have the right to identify (or not identify) with the term as they see fit.

Under the Equality Act 2010, neurodivergent workers are, however, likely to meet the legal definition of disability. This provides them with important rights to reasonable adjustments, and protections against discrimination, harassment, and victimisation. There are also additional duties on public sector employers.

The Government’s statutory guidance to the Equality Act states that: ‘A disability can arise from a wide range of impairments which can be …developmental, such as autistic spectrum disorders (ASD), dyslexia and dyspraxia.’

Workers are also protected against ‘discrimination by association.’ This may arise when a worker is treated less favourably because they have a dependent with a neurodivergent condition (e.g. parents or carers).

Disability has a specific legal definition, and claims of discrimination and failure to make reasonable adjustments will be assessed against the criteria that definition sets out. Workers should nevertheless be cautious about making statements to the effect of ‘I don’t consider myself to be disabled,’ as such remarks may be quoted back at them by a hostile employer.

For some claims to succeed, it is necessary to demonstrate that the employer knew, or should have known, about a person’s disability (depending on the category of discrimination).

When an employer disputes the fact that a person has a disability under the Equality Act, the burden of proof falls on the claimant. For invisible disabilities, such as neurodivergent conditions, this is likely to involve the providing or commissioning of expert evidence.

 

Managing neurodiverse workers

Given the obvious benefits of promoting a neurodivergent workforce, here are some of the ways in which organisations can champion and support neurodiversity among their employees:

 

Understand the breadth and depth of neurodiversity

Set your preconceptions aside. Neurodivergent people share your humanity, even though their conscious and subconscious processes may unfold in ways with which you are unfamiliar.

The more people know about the struggles that neurodiverse people face in the workplace, the less stigma there will be surrounding it. Strong advocacy shows that you take neurodiversity seriously, which will encourage neurodiverse individuals to apply for roles at your organisation.

 

Do your research & speak to subject specialists

Accept that your education, training, and experience may not prepare you for managing neurodiverse employees. Sum up the courage to ask others to assist you in your leadership role. Seek advice from subject specialists if you are short on answers. Be open to deferring to their wisdom and offering up that part of your leadership role. Reach out to your business network and see what has worked for others.

 

Review your recruitment practices

The majority of recruitment processes are typically designed for neurotypical people, which can unintentionally exclude neurodiverse individuals from the recruitment process. For example, eye contact in interviews is often given weight and this can be challenging for some neurodiverse people. Simple adjustments, such as redistributing the weight of desired skills or allowing for a change of scene and a physical activity during an interview, could boost both comfort and productivity for all candidates, not just the neurodiverse.

 

Create a supportive environment

The key to managing neurodivergent people is building a support base within which they can optimise their potential. Engage neurodivergent workers on a one-on-one basis. Be transparent as you explore their strengths and needs. Ask how you can support them.

 

Provide extra mentoring

Every new employee requires guidance as they begin their career with your company. Neurodivergent people, however, may need extra support interpreting job requirements. They may likely need a more supportive work environment as well.

To effectively manage neurodivergent employees, you must acknowledge that their longing for enrichment and success matches your own.

Put yourself in their shoes to help them find the extra support they may need.

 

Empower the employee to reach their full potential

Neurodivergent people think differently. Tap into this potential, questioning those boundaries you thought were fences. Empower your neurodivergent employee to challenge your tried and tested ways of doing things. Have the courage to be open to fresh perspectives. Accept the company ‘normal’ is not the only way.

 

Play to the worker’s strengths & skills

A neurodivergent worker becomes a real asset when you enthusiastically place them in a role that enables their difference to shine. Identify their best skills, then find a role that complements them. Take pause until you have a neuro-appropriate match for their skills. Don’t hire an unsuitable person just to meet a diversity target.

 

Consider flexible working

Some neurodivergent people — especially those with autism — genuinely prefer to work on their own. They may have a home environment that inspires them more than a workplace setting. Bright lights, noise, and constant interaction with coworkers may be actively counterproductive. Ask them where they would rather be to work at their best.

 

Learn what others are doing

Be humble and accept you may not have all the answers, especially if you are managing a neurodiverse workforce for the first time. Reach out to your peers and ask them about their experiences with placing neurodivergent employees in fun, creative, and rewarding roles. You may discover that a neurodiverse workforce gives you the competitive advantage that’s been absent in your team.

 

Celebrate diversity

Hiring people who think differently from us cannot be a one-way street where the benefits flow in a single direction. Neurotypical employees interacting with colleagues who think alternatively will also experience intellectual stimulation, growth, and a rejuvenated imagination. Implement accommodations that work for everyone. Create training and educational programs that help neurotypical workers understand and work with their divergent thinking counterparts. Organisations are stronger when their employees are on the same team.

 

Grow your neurodivergent perspective

Invest time to understand what makes neurodivergent people tick. Lower your shields as you enter their world. They may think, even behave differently from you, but this does not mean they are wrong. Connect with the neurodivergent community, read their words, and seek out their voices. Learn to appreciate their experience and perspective.

 

Be accommodating

If you are neurotypical, then you were born in a comforting world where most things seem natural and work for you. For divergent thinkers, the world (and particularly the workplace) can be chronically challenging and disheartening. As the need for accommodation presents itself, stay flexible and focus on creative solutions.

Managing neurodivergent employees takes time and energy because it forces growth and growth is hard. But it is also an enriching experience to see their talents bear fruit and become better for it.

 

Provide training to your workforce

Through appropriate training, staff can become more comfortable about how to talk about neurodiversity without the fear of “getting it wrong”. Training for managers is a staple feature of neurodiversity-at-work programmes as it helps them understand the reality of neurodiversity, the importance of giving clear instructions, how to introduce change sensitively and assist employees with possible challenge areas.

Technological adjustments

Inclusive technology is vital for neurodiversity and is relatively inexpensive for employers. This can include specialist equipment to assist with reading, such as colour filters and screens.

 

Tips to support neurodiverse employees

Help them understand social rules in the workplace. For example:

  • Make clear what is expected of them
  • Do not assume they will be able to learn just from observing others
  • Explain what is expected of them in unstructured times at work
  • Help them understand when to join in
  • Making and building relationships/friendships
  • Use literal communication in social relations
  • Enlist the support of peers
  • Provide a ‘buddy system’
  • When to refer to others and where boundaries lie
  • It is important to make it clear what your role as an employer is and where it ends
  • Speak about local support networks and signpost/put them in touch where wanted/needed
  • Ensure the individual is involved in this process

In summary, support strategies are:

  • Ensure they know what to do during unstructured times
  • Break down instructions
  • Understand that learning new tasks can take longer
  • Multitasking can be difficult so allow them to complete one task before giving them another
  • Notebooks or cards can be useful or ensure the individual knows where to find the next task
  • Understand some communication roles may be difficult e.g., using the telephone

 

Neurodiversity in the workplace FAQs

What are the benefits of neurodiversity for employers?

The strengths of neurodiverse individuals – creativity, innovation, outside-the-box thinking, problem-solving skills, unique perspectives/insights, perseverance and resilience – can give businesses a competitive edge.

Is neurodiversity classed as a disability?

For the purposes of equality law, some neurodivergent conditions such as ADHD, autism, dyspraxia, dyslexia, and dyscalculia, are recognised as disabilities.

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Last updated: 11 July 2022