Neurodiversity in the Workplace – A Guide

Neurodiversity is a term that is often used to describe individuals whose brain function and how they process information is different to most of the population. Being neurodivergent has many diagnosis and can be different from one person to another.  Common forms of neuro-divergent diagnosis that you may have heard of include autism and attention deficit hyper-activity disorder (ADHD).

Recent studies suggest that one in seven adults in the UK are neuro diverse. Being diagnoses as neuro-divergent can be classed as a disability if it significantly adversely affect a person’s life. However for others their diagnosis can be their strength and often describe it as a superpower.

Translating this into the workplace means that the standard ways of working and behaving in the work environment may not suit these individuals if you what them to perform to the highest levels. Businesses and organisations need to have a greater awareness of neurodiversity in the workplace, think about supporting employees in a different way and assess how to get the best out of the whole workforce without risking claims of discrimination.

How Should I Manage Neurodivergent Employees?

This article covers areas that managers sometimes get wrong when dealing with neuro-diverse employees. We explain some actions you could consider in your organisation or company that will help you understand what can be done to manage all kinds of neuro-diverse employees.

Neuro-diverse employees often have a different point of view. Depending on their condition, they can see and spot things that neuro-typical people cannot, they may not understand humour and/or be perceived to lack social skills. Being hyper focused can also be part of their diagnosis which includes spotting errors and faults before they occur, finding ways to improve processes but may also suffer from burnout and exhaustion.

It is easy to misunderstand someone who is ADHD or autistic.  When known always ask what their diagnosis means to them, how can they be supported and what reasonable adjustments they might need. This conversation can be positive more often than not.

Neurodiversity and Recruitment

Employers often look for people who have the same profile as their current workforce. This can severely restrict not only the Company’s ability to improve but also reduce the number of people that you would consider employing. We have outlined below some areas for you to consider when recruiting in future:

• Treat all employees the same but fairly. Ask the same questions and complete the same tests but ask whether or not the employee needs any reasonable adjustments in order to complete these tasks. If you do this for everyone, then there is no discrimination and you are treating everyone fairly.

• If an employee tells you they are Neuro-diverse, don’t shy away or be embarrassed about asking questions surrounding their condition. They are usually telling you about their condition because they want to be understood and be successful.

• Make sure that when they start with the Company or Organisation, their manager is given the information from the interview process so that they are ready with any reasonable adjustments and can adjust working practices where necessary. This puts the employee at ease, and they know the Company has listened to them.

Making Reasonable Adjustments

This is an area where managers seem to get most confused. A Company is only required to make “reasonable adjustments” not “any requested adjustments”. This means that if an adjustment is detrimental to the running of the Company or other employees, you don’t necessarily have to implement it.

• Make sure that the reasonable adjustments made are documented and communicated to the employee concerned in writing.

• Put a time limit or review period in place to ensure that the reasonable adjustments are monitored on a regular basis for effectiveness for both employee and Company or Organisation.

• Don’t be afraid to stop things that aren’t working and try something else.

• If the Company cannot or is not prepared to put in place certain requested adjustments, then let the employee know the reasons why. It is important that they understand what can and cannot be implemented.

• If you receive a request for reasonable adjustments, you cannot ignore it. The reasons for the request must be investigated and considered.

Dealing With Under-Performing Employees

Every Manager that is responsible for a team has had to deal with an under-performing employee. Not that long ago, we would have treated everyone the same and put them under a Capability Process or tried to help them to improve to a satisfactory level. Today, there are many reasons why employees may under-perform.

• When you investigate why performance and work levels are not satisfactory, make sure you ask whether there is anything that the employee needs to tell you that may be affecting their performance. They may say it is personal or work-related issues, but they may also tell you they are dyslexic or autistic.

• Make sure communication is clear and direct. Sometimes the written word can be more effective than verbal instructions.

• Processes should be clear and defined for all employees. This will also make managing Neuro-diverse employees easier as they often prefer concise and straightforward instructions.

• If they are Neuro-diverse, then ask them what would make it easier for them to complete their work. Always bear in mind that an employer is only required to make “reasonable adjustments”. This definition depends on the size of the business or organisation, but you are required by law to listen and act where appropriate as a minimum.

• Always ask yourself, what is the employee contributing to the goals of the Company and what are they actually capable of contributing. Sometimes looking at things from a different perspective can uncover all sorts of positive opportunities.

• Remember that not all jobs are suitable for everyone. This also applies to Neuro-diverse people. Sometimes the job is beyond their capabilities or they cannot complete the tasks to the levels required. Don’t be afraid to manage Neuro-diverse employees as you would Neuro-typical employees. The work tasks still need to be completed to a satisfactory level as a minimum.

What if I Need to Dismiss a Neurodiverse Employee?

Employment Law does not differentiate between Neuro-typical and Neuro-diverse employees. It states that everyone should be treated fairly and not be discriminated against. The most important things to action are to invoke and follow a fair process, listen to the employee if they are struggling and give them every opportunity to succeed in their role. This is then more likely to constitute a fair and compliant process.

In Summary

Neurodiversity management in the workplace is not about special treatment. It is about disciplined leadership, structured communication and intelligent flexibility. When standards remain high and systems are clear, different thinking styles become an asset, not a challenge.

As always, should you need any help or advice, please email Jon at jon@hrsmartuk.com or call tel:01903754107 if you think you need any specialist advice on this subject.