Adopting a Neuroinclusive Culture

What should employers consider with a neurodiverse workforce?

To insure employees who identify as neurodivergent get the best from their work life and that the employer gets the best from them, a positive, neurodiverse-friendly culture should be aimed for in the workplace.

Both at a team and individual level, there should be, as a minimum:

• Good awareness and understanding of neurodiversity.
• Respect for differences and individuality.
• Recognition of the value of diversity, not just acceptance of it.
• Willingness to adapt and explore new ways of thinking and working and understanding there isn’t just one way or size that fits all.  

When building and fostering a neuroinclusive workplace and culture, the qualities of neurodivergent employees should be identified and embraced. 

This recognition and acceptance will birth a more productive and positive atmosphere whereby everyone can feel supported and better understood. The most obvious and reliable way to ensure understanding is by appropriate learning.

Importance of teaching and training

By educating, whether that’s managers, colleagues, business owners or teams as a whole, it will empower workers to feel more confident in approaching and understanding different neurodivergent conditions. It can prepare and teach them how to adapt and adjust practices and processes to help extract the very best in terms of productivity from all employees, aiding productivity for the whole business.

The process of everyone learning together also promotes inclusivity, highlighting to everyone the opportunities to thrive and reach their maximum potential. It can change the unfortunate stigma that neurodivergent individuals ‘can’t do’, into one where everyone ‘can do’, and encourages employees to focus on the positives and develop their ability to adapt and overcome. This healthier mindset of overcoming apparent obstacles can be utilised in all areas of work and life, inspiring a healthier mental attitude and in turn promoting a more positive outlook and bettering general well-being.

Training can be undertaken externally or internally

Whilst is advisable to listen to and utilise trainers who are specialised and equipped to problem solve and who can assist in embedding new practices at work, it is widely recognised that taking heed of the voice of affected individuals can provide the best understanding.

By listening to those affected, the invaluable firsthand information and experiences can provide the reality of any issues that maybe encountered, instead of employers implementing measures and solutions that may not actually be that affective or even relevant. Therefore, neurodivergent employees should be encouraged to assist in guiding the businesses and managers, with colleagues and employers being able to learn through their experiences and opinions and customised accommodations being created.

Some may be reluctant to participate but they should be reassured that it is a safe space where they should be able to feel heard and seen and that their input is essential to creating the optimum environment for all. In respect of accommodations and workplace adjustments, whilst there may not be an exhaustive list, all employees should be welcomed to request things that they feel may assist and better their performance or the running of things and should feel confident these requests will be seriously considered by management.

Maximising individuals’ unique strengths

It is good to note also, that whilst many have formal diagnoses of neurodivergence, others may be mis-diagnosed and some never seek out the conventional diagnosis and treatments. It is crucial not to assume someone is or isn’t neurodivergent or categorise or label people, as it can be a highly sensitive topic.

Certain conditions can overlap so presentations in one individual may look very different from another and where no one size fits all as with everyone, some may excel in areas others struggle. Some may lean towards very linear black and white, process-driven thinking, others may think more laterally and creatively and by training and learning about these differences, employers can better understand how and who will be best for certain roles based on their natural abilities and talents.

If an environment has successfully been created as one where employees feel they can speak openly and freely, in relation to requests and adaptations, employers should be led by the employee regarding what they feel they need to perform their best at work.

Practice good practice

As with any change, cultural change may take time and repetition for everyone to adapt to and appreciate. By maintaining regular training (even short bitesize sessions on lunchtime or regular email articles/activities), continuing to nurture and encouraging open conversations, sharing successes, concerns, goals and challenges amongst the whole team, it will promote a sense of community. This in turn will develop into a positive culture of acceptance and kindness, allowing everyone to feel comfortable, happy and included.

If you would like any support or training for your workforce then please do not hesitate to get in touch, 01983 897003.