Many neurodivergent individuals are more than likely to be defined as disabled by the Equality Act 2010. When someone meets this definition, it places a legal obligation on employers to make reasonable adjustments for each person based on their unique needs to help alleviate any substantial disadvantage they face as a result in their role. It is worth noting here, especially given the huge waiting list for assessments, that there is no requirement for a medical diagnosis to be defined as disabled, and in turn to put in place reasonable adjustments at work.
First and foremost, it is vital that employers provide the wider team with education, coaching and training to understand the benefits of supporting neurodivergent employees by helping them to understand traits, how those traits may manifest at work and adapting their management style accordingly. This will enable the team to identify ‘the signs’ associated with the employee’s neurodivergence, manage their own expectations, and help to remove the stigma associated with neurodivergent conditions in the workplace.
Employers must avoid placing the burden on the neurodivergent employee to educate everyone else, as this can have a negative impact—they need to make sure the ‘burden’ is shared. This is why outsourcing the training to an expert is recommended.
When thinking about adjustments employers should be in dialogue with employees. Never assume what someone needs as each neurodivergent condition is different. Consider that there may also be more than one condition and other physical or mental impairments to consider.
Here are some areas to focus on in your discussions with neurodivergent employees when considering reasonable adjustments.
Environment
In terms of adjustments, environmental should be top of the list. Employers can provide an open space without isolating the employee, as well as quieter rooms as options. The workspace must also offer a degree of customisation that they can ‘make their own’. But avoid hot desking where possible for neurodivergent people they tend to like routine and to make the space their own to help them to focus and be more productive. The employee needs to be able to customise environmental aspects to their liking (as far is reasonable of course). These can include noise, light, temperature and smells. It may also include how close they sit to other people and whether they need noise-cancelling aids.
Other environmental adjustments could include:
- Variable desk which moves from seated to standing (to help with ADHD and excessive energy and fidgeting)
- Noise-cancelling headphones
- Fidget spinner (other fidget toys are available)
- Dedicated desk
- Working from home
Software and technology
Note-taking apps, read-aloud software and much more can support neurodivergent employees with carrying out their tasks. The following are just a few examples of what is available:
- Meetings: Fathom (or other AI note taking software) for recording, transcribing, highlighting and summarising, which will help the employee to maintain their focus (note: sending out agendas ahead of meetings will also give the employee the opportunity to prepare). Caption.Ed is another fantastic example of such software, as is Notetalker, which allows the user to record, use visual information as bookmarks and organise their notes.
- Grammar and punctuation: Grammarly, for spotting and correcting spelling and other mistakes in text, which will reduce the employee’s errors and boost their confidence.
- Speech to text apps and tools, such as Speech on Windows and Dictation in macOS
- iOS devices all have features such as Reminders, Dictation and Do Not Disturb that neurodivergent employees can tap into.
Flexible working
A neurodivergent employee may work better earlier or later in the day. This may also vary depending on how they have slept for example. They may also excel on their own or with a number of people to support them. Employers could consider letting them manage their own day, including start and finish times. Encouraging people to work when they work best is paramount to a neurodivergent employee’s success at work.
Adjust policies
It can often be the case that neurodivergent employees may ‘contravene’ policies in the pursuit of carrying out their duties. Employers could consider and review the policies themselves before escalating to disciplinary procedures. Think about which policies might place a neurodivergent employee at a disadvantage. Does this need adjusting prior to moving forward to a formal process?
Communication
The employee may be more comfortable with communicating via messaging services such as Teams than speaking on the telephone. Similarly, information dumps in emails may be challenging. Employers should discover their best ways of communicating with all staff and evolve interactions accordingly.
Think:
- Does the camera need to be always on?
- Could the meeting be carried out in person or is it better online? Or on the phone?
- Do I need to give enough information upfront to help them prep or do they prefer everything in one go face to face and direct?
- Could this be a walking meeting?
Assessments
While getting an assessment in itself is not a reasonable adjustment to their role, it could be a helpful benefit to support an employee with the lengthy and stressful process of being diagnosed and working out if medication is needed, as well as the associated costs.
DWP Access to Work
Support is also available for employees from the government’s Access to Work scheme. This can include a grant for the employee to get their own workplace adjustments as well as coaching and training for them in their roles. This is different as the onus is on the employee to complete the forms and go through the process and the adjustments given. It’s personal to them and not just for their current role. Many employers don’t engage with this, however, and instead look at putting their own adjustments in place as the wait is more than 20 weeks for support. It’s worth exploring this alongside employers’ adjustments to provide optimum support for neurodivergent employees.
