A neurotypical person would generally process information in a way that is expected from the ‘typical brain’.  Neurodiverse describes those people whose brains process information differently.  Autism, dyslexia, attention deficit hyperactivity disorder (ADHD) and DCD are probably the most common terms associated with being neurodiverse.

Hiring a neurodiverse person in the workplace brings many advantages

Having an inclusive workplace for all neurotypes brings lots of benefits to employers: a wealth of different ways of looking at the world and diversity of thought and creativity to name but a few.  The head of autism at work at JPMorgan Chase has been quoted as saying “our autistic employees achieve, on average, 48% to 140% more work than their typical colleagues, depending on the roles”.

What can I do to encourage neurodiversity in my recruitment process?

There are many things employers can do to encourage applications from individuals who may be neurodiverse, for example:

·       Connect with wider talent pools by talking to foundations such as the National Autistic Society to make sure your recruitment process does not alienate neurodiverse candidates.

·       Tailor your job description – review the key skills that are required for the roles and create job descriptions that focus on those key skills and not the minor skills that do not really matter.  This will allow neurodiverse people the opportunity to recognise that they have those key skills and are not otherwise put off from applying for a role that in the main is perfect for them.

·       Think about using mental imagery to illustrate key responsibilities – neurodiverse people will then be far more likely to recognise the skills that are needed in the role. 

·       Make it clear that reasonable adjustments to the process are possible to those who need it.

·       Train managers and other members of staff who conduct interviews – consider appropriate body language and do not judge those who may not feel as comfortable making direct eye contact, or shaking hands, or may feel awkward with small talk.  Again, the focus ought to be on the ability to ‘do the job’ at hand.

·       Give candidates additional time to demonstrate their skills in the interview, and make sure the candidate knows exactly what is going to happen in the interview and do not deviate from it.

·       Break down interview questions so that the candidates can focus on what is being asked.  Consider sending questions to the candidates in advance so that they can prepare.

What should I look at in my workplace to support neurodiversity?

An important step is to create a neuroinclusion policy to ensure everyone knows what a neurodiverse person may need and how to support colleagues.  It is important to recognise that individual needs may vary greatly, so there is not a one-size fits all approach.  As with all policies, these should be reviewed and updated regularly and made well-known to the workforce.

A neuroinclusion policy could cover:

·       Hiring targets for neurodiverse persons

·       Adapting the flexible working policy

·       Adapting the workplace and environment

·       Setting out a framework for supporting the neurodiverse

·       Training managers and other members of staff how to support the neurodiverse

·       Adaptations to the performance management policies

·       Ensuring that every member of the workforce knows what is expected of them, and reinforcing that discrimination of any kind will not be tolerated

Consider too what changes need to be made in the workplace to support neurodivergent people, such as:

·       Adapting office designs – for example different lighting, sound, temperature etc

·       Consider noise-cancelling headphones for those that need it

·       Helping with software enhancing tools such as screen readers

·       Allow them to have desk space where there are less people likely to walk by

·       Conduct a workplace assessment to find out whether working from home would suit better, or more time off is needed to find out what is best for that individual

·       Train managers to manage neurodiverse people so that they can excel in their roles, whether that might be allowing them to work on shorter tasks; ensuring there is routine or being flexible when needed; mentoring and allowing the individual to obtain support when needed

·       Consider individual preferences for communicating instructions and feedback

·       Make sure managers communicate well to ensure there are no misunderstandings

·       Ensure that the away days; team building events; other social events such as Christmas parties are organised in such a way that all staff are included (this might mean that some events are no longer compulsory)

Further information

Acas has developed guidance on making your organisation neuroinclusive, which can be found here: https://www.acas.org.uk/neurodiversity-at-work/making-your-organisation-neuroinclusive

We are happy to assist you with drafting a neuroinclusion policy or helping with any other questions you might have. For more information please contact Kim Knox on KKnox@ortolan.com