Neurodiversity is an important topic to us at GQ|Littler; we have previously discussed what neurodiversity means; explored some of the ways in which employers and HR professionals could foster an inclusive work environment; and offered a legal perspective on neurodiversity.
We are seeing more conversations about neurodiversity taking place beyond the workplace too – last summer, the Financial Times reported that attention deficit hyperactivity disorder (ADHD) cases in women hit a record level as videos on social media raised awareness of the condition.
But how can employers or HR professionals start (or continue) conversations about neurodiversity at work? In addition, how can they translate these discussions into creating a neuroinclusive workplace? Acas recently published its latest advice on neurodiversity at work, which addresses these questions.
Here are some practical pieces of advice that stood out to us when reviewing the latest guidance:
- How should employers be talking about neurodiversity? This can be seen as a two-step process; the first step involves creating space to discuss neurodiversity at work. This can be done, for example, by including this topic in mandatory staff training (e.g. as part of equality and inclusion training), by running awareness days or campaigns in line with national events such as Neurodiversity Celebration Week, and encouraging senior employees to act as role models by, for instance, sponsoring a staff network for neurodiversity. The second step requires sensitivity around the terms we use when discussing neurodiversity; Acas recommends listening to what neurodivergent employees say and (where appropriate) matching it, asking what terms they prefer to use, as well as being open about not knowing things, acknowledging mistakes and making the effort to learn.
- Do employees need for a formal diagnosis or medical evidence before employers can take steps to address their neurodivergence? Acas makes it clear that an employer should take an employee seriously and offer support regardless of (a) when they share their condition (which includes if they only decide to share it when a formal procedure has started), and (b) whether or not they have a diagnosis. Point (b) recurs throughout Acas’ advice. For instance, Acas encourages employers to make it clear that applicants can ask for reasonable adjustments during a recruitment process without first needing a diagnosis, and that any neurodiversity policy should state that employees do not need a diagnosis to get support. The key driver here presumably being that the road to a formal diagnosis is long and cases of neurodivergence can go unrecognised for years, as well as waiting lists for assessments and the costs of treatment also creating barriers to diagnosis.
- What steps can employers take to create a neuroinclusive environment? Acas emphasises that making your organisation neuroinclusive does not have to be costly or complicated, and should include steps like reviewing recruitment processes to, for example, offer different ways for individuals to complete their application, training and supporting managers, raising awareness of neurodiversity, considering support for all employees (so neurodivergent employees can get support without having to share their neurodivergence), and having a neurodiversity policy.
- How can we protect neurodivergent employees from discrimination if they do not bring their condition to our attention? Some neurodivergent people may not feel comfortable disclosing their neurodivergence at work or see themselves as disabled for the purposes of the Equality Act 2010. To address this issue, employers should focus on taking steps so that their employees feel comfortable talking about neurodiversity while still having access to support, without being obliged to share their own neurodivergence.
