It can be helpful to give managers examples of adjustments that have been made in the organisation, but make it clear this isn’t an exhaustive list, and it’s important to seriously consider all requests. Also, it’s important to invite requests for workplace adjustments from everyone to ‘normalise’ the conversation and ensure those who may not know they are neurodivergent feel able to request support, adjustments and flexibility. Some individuals may also need tailored support - and it’s important to ensure that this is provided in a person-centred way. This involves creating a culture where people feel able to ask for what they need, knowing their privacy will be respected. Having a culture of psychological safety is essential if people are to ask for support at work.
Different people and patients may have different views about what a neurodiversity-affirming approach means to them. However, based on extensive consultation with the autistic community in developing the guidelines, we are able to offer some suggestions. Neurodiversity-affirming practice is now recommended in national clinical guidelines for assessment and supports for autistic people, but making it happen requires engagement, understanding, and effort. By fostering understanding and breaking down stereotypes, employers create a foundation for genuine inclusion and collaboration. A 2019 study published in Journal of Business and Psychology found that communication barriers significantly impacted collaboration and career advancement for neurodivergent employees.
Much research has shown that managers’ behaviour and management style is a significant influence on an individual’s working experience, impacting employee engagement and wellbeing. Managers are also a key influence on whether someone decides to leave an organisation. For example, employees may not feel they can ask for adjustments or may not be sure how to. Also, managers and HR can rush to ‘solutions’ without properly ensuring these are actually needed.
If you have any questions about neurodiversity in your organisation, you can contact the Acas helpline. For example, ask workers if they have any accessibility needs ahead of meetings or training sessions. Your assessor will find it very useful to review any previous diagnosis, however they will take a holistic view of the person in the workplace. However, our preference is that the individual feels at ease and if this means bringing a mentor or staff association representative, that’s not problem. We will provide you with a brief outline of the assessment process before we commence the process.
Each assessment produces a comprehensive and high-quality report that provides actionable insights for both the employee and the employer. Employing a buddy system or other inter-organisational support can also deliver a smooth onboarding process and reduce social anxiety by openly communicating the organisation’s culture and expectations. “The key to neurodiversity in the workplace is ensuring people are seen and heard,” Dr Moeller said.
By understanding the unique needs of neurodivergent employees, HR professionals can play a pivotal role in fostering a culture of respect and inclusion. These efforts benefit not only neurodivergent individuals but also the broader organization by enhancing diversity of thought and promoting mental well-being. In today’s competitive job market, the recruitment and retention of neurodivergent employees offer significant advantages.
As awareness grows of the different ways autism presents in girls and women and assessment instruments become more nuanced, many women have started seeking diagnoses (Nerenberg, 2020). However, many neurodivergent adults have become adept at “masking” to try to fit into a neurotypical society (Nerenberg, 2020). We are all familiar with the term biodiversity, which refers to the range of species and life forms present in a given ecosystem.
It was removed from the DSM-5 in 2013 and was incorporated into the diagnostic criteria for Autism. Some have argued that neurodiversity is a subset of biodiversity and that it is as essential to the survival of the human species as biodiversity is to the planet. It will also soon be available to people as a stand-alone product for those that do not need or want Professional Coaching support. Just as there is diversity in ethnicity, gender and sexual identity, so too there is diversity of thought and neurocognitive functioning (neurodiversity).
Included in the act’s protection is the obligation on employers to make reasonable adjustments to enable those with disabilities, including neurodivergent ones, to do their jobs effectively and comfortably. Any employee is eligible for a private workplace needs assessment and can get in contact with Exceptional Individuals if their employer agrees to fund it. Employees with a neurodivergent condition often get in touch in collaboration with their employer when they find they are facing barriers at work due to their neurodivergence. You do not have to prepare anything, but it is recommended that you are in a safe and quiet space.
From there, all onboarding and training is done by managers who have taken formal training in autism. In addition to helping with recruitment, such groups can provide crucial advice and resources for training. Both guidelines were developed according to the international standard and the recommendations approved by the Australian National Health and Medical Research Council Neurodiversity Workplace Assessment (NHMRC). It can be hard for a neurodiverse person to know whether to disclose their difference at work or not. It is a very personal decision and one to think carefully about, seeking trusted advice from people, books and websites. The individual may have mastered camouflaging and masking strategies, but these are costly in terms of energy and anxiety levels.
This neurofriendly approach ensures that you can engage with the material in the way that suits you best. There is consensus regarding some neurodevelopmental conditions being classed as neurominorities, with a ‘spiky profile’ of executive functions difficulties juxtaposed against neurocognitive strengths as a defining characteristic. Learn 4 steps to make your adverts and position descriptions more inclusive for neurodivergent people. Analysis of existing policies and processes relating to recruitment, physical features setup, communications, retention, appraisals and training (among other areas).