Embracing neurodiversity in the workplace

There is some type of awareness week almost every week, but how many people realise we have just had Neurodiversity Celebration Week and recognise the real relevance of it in relation to work.

The worldwide initiative that took place between 11 to 17 March 2024 aims to challenge stereotypes and misconceptions about neurological differences [1] cited 18.3.24

The website explains the goal is ‘…to transform how neurodivergent individuals are perceived and supported by providing schools, universities, and organisations with the opportunity to recognise the many talents and advantages of being neurodivergent, while creating more inclusive and equitable cultures that celebrate differences and empower every individual.

Neurodiversity refers to the variety of human cognition and includes neurodivergent conditions such as ADHD, autism, dyslexia and dyspraxia as part of that natural diversity. [2] cited 18.3.24

The term may have gained greater prominence in recent years, but neurodiversity is said to have first been used in the 1990s to fight stigma against people with learning disorders.

Neurodiversity has significant implications for the workplace, impacting both employees and employers alike.

Conditions covered by the term can be considered to meet the definition of a disability under the Equality Act 2010  [3] cited 18.2.24

You are disabled under the Act if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities. Substantial is more than minor or trivial, and long-term means 12 months or more.

There is a requirement for all employers to be positive and proactive in supporting any employee who has any type of disability.

Key in doing so is implementing any reasonable adjustments, which may help the individual to overcome any disadvantages they face in the workplace.

Failing to provide appropriate support for a neurodivergent worker, or any unfavourable treatment that is as a direct result of their condition, could amount to disability discrimination.

Employees with medical disorders, learning disabilities and other conditions, can find that the workplace presents a particular set of challenges.

Many work environments will often emphasise compliance with standards, rules, and routine, which can conflict with the needs of those who think differently.

Neurodivergent employees can often struggle with social interactions, managing time, or adapting to changes in routine.

But they can also bring unique strengths to the table, such as problem-solving skills, attention to detail, creativity and a fresh perspective that can drive innovation.

If an employer has not yet had to support a neurodivergent employee, there is a real possibility it will have to do so in future.

There has been a sharp increase in adult diagnoses of ADHD in recent years.

The number of such cases is growing and it is reported up to  4.5 million Brits believe that they have undiagnosed ADHD.

According to a report by UCL, there has been a significant rise in ADHD diagnoses in the UK [4] cited 18.2.24

The study reported that between 2000 and 2018, there was approximately a twenty-fold increase in ADHD diagnoses and nearly fifty-fold in ADHD prescriptions in men between the ages of 18-29.

And a study published in 2021 revealed that there had been a 787% rise in the number of autism diagnoses between 1998 and 2018 in the UK [5] cited 18.3.24

Several factors may contribute to this trend:

• Greater awareness: There is now an increased public awareness of neurodiversity and conditions such as autism and ADHD has grown, leading to more adults seeking diagnosis.

• Broader diagnostic criteria: There have been changes in the diagnostic criteria, which have made it possible for more adults, especially women, to be recognised as having these conditions.

• Overdiagnosis concerns: Given the numbers, there is a real concern that autism may be over-diagnosed in certain areas, partly influenced by the surge in celebrities disclosing their diagnoses [6] cited 18.3.24

• Socioeconomic factors: diagnoses of ADHD are about two times higher in the most deprived areas, suggesting socioeconomic factors may also play a role [7] cited 18.3.24

Here we take a look at neurodiversity in the workplace.

Impact on employees

Awareness of neurodiversity is essential because when it is not understood or supported, it can lead to misunderstandings, underperformance and workplace stress.

The consequences can impact negatively on an individual and have wider ramifications for the workplace in that it can impact team dynamics and overall productivity.

Equally, when neurodiversity is embraced, it can help to create an inclusive culture and one that values individual strengths, leading to increased employee engagement, satisfaction and retention.

What an employer should do

Work, education, understanding and support will be needed to create a supportive environment for neurodivergent employees. Employers should be positive and proactive in doing so, and here are some steps that can be taken:

• Educate and raise awareness:

Employers need to educate both themselves and employees about neurodiversity.

Many people may have some basic knowledge about some of the conditions, and training sessions and workshops can provide greater awareness and help dispel myths and promote understanding.

Awareness is the first, and perhaps one of the most vital, steps in the work needed to create an inclusive working environment.

• Aim to build an inclusive culture:

An inclusive culture is one that celebrates differences and provides equal opportunities for all employees.

Businesses of all sizes can encourage this by being active in promoting open communication, encouraging employees to share their experiences, and implementing policies that support diversity.

• Provide accommodations:

The fact an employee is neurodivergent is unlikely to be obvious, but in the same way physical accommodations are made for employees with disabilities, cognitive accommodations should be provided for neurodivergent employees.

What needs to be done and what will help the individual will vary in each case, but it can include flexible working hours, quiet workspaces, clear instructions, and the use of technology to help with organisation and task management.

• Recognise strengths:

Neurodivergent employees will have unique strengths and an employer should recognise and utilise the distinctive strengths of neurodivergent employees.

It could include giving them roles or projects that they are happy with, and in which their skills can shine in a manner that can benefit both the individual and the organisation.

• Promote acceptance and understanding:

Acceptance of any type of difference comes from understanding.

Organisations should seek to encourage a workplace where differences are not just tolerated but valued.

There are different ways in which this can be achieved e.g. through team-building activities, mentorship programs and a zero-tolerance policy for discrimination.

Neurodiversity and legislation

Neurodiverse conditions affect cognitive functioning and how individuals process information, which does mean the conditions can be considered a disability in accordance with the Equality Act 2010.

The Act legally protects people from discrimination in the workplace and in wider society.

Discrimination means treating someone 'less favourably' than someone else, because of a protected characteristic e.g. disability, age, race etc [8] cited 18.3.24

There may be cases in which a neurodivergent worker does not consider themselves to be disabled. However, having the diagnostic label of a disability means employers are should still look at making reasonable adjustments.

Finally

Neurodiversity in the workplace can be an asset and should be viewed as such, and not seen as a liability.

It undoubtedly brings a wealth of creativity, innovation, and problem-solving abilities, which can give any employer a competitive edge.

By understanding what neurodiversity means, recognising its impact on employees, and taking steps to be supportive, employers can create a thriving environment for all.