At least one in every eight people will be neurodivergent in some form, and the term ‘neurodiversity’ is now gaining currency when it comes to representing variations in cognition and the ways our brains are wired.
Coined by Australian sociologist Judy Singer, the term is sometimes wrongly applied only to conditions on the autism spectrum, but it also includes people with dyslexia, dyscalculia, dyspraxia, attention deficit hyperactivity disorder, Tourette’s syndrome (see examples below for further details) and those with speech, communication and language challenges.
Importantly, it doesn’t imply a specific level of intelligence.
Scientists Charles Darwin, Albert Einstein and Sir Isaac Newton are now thought to have had neurodivergent brains.
In this century, we have recognised molecular biologist and Nobel Prize winner Carol Greider, technologist Steve Jobs and more recently the young campaigner Greta Thunberg as being neurodiverse.
Single labels or diagnoses often represent a deficit-based model that describes what someone cannot do rather than focussing on what they can do.
The fact that neurodiverse individuals excel in a range of different sectors shows what is possible when they have the resilience to overcome challenges and the opportunity to harness their skills.
Fortunately, today, in the banking, accountancy and finance sectors, companies such as Capco, JPMorgan and Goldman Sachs, as well as SAP and GCHQ, have started to recognise the value of attracting and retaining neurodiverse talent.
Neurodiverse people often have real strengths in sought-after areas such as data analytics, technology and science.
There may actually be higher rates of specific neurodiverse profiles in some sectors, where talent is allowed to be showcased, although there remains a paucity of research on this.
Research from Dickerson and colleagues in 2014 found that fathers in finance were more likely to have children with Autism Spectrum Disorder. It is likely that a generation ago, many people moving through education would not have been formally diagnosed as having one or more neurodivergent conditions.
The reality is that each of us has a ‘spiky’ profile of strengths and challenges, but in people who are neurodivergent the peaks and troughs may be more exaggerated.
The strengths are often the reason they are in a specific job or profession, but at the same time there may be some areas where there are ‘dips’ in some skill areas that require some support.
It is the disparity between the two elements that creates the challenges (and a lack of understanding among others).
In the UK, employers have a legal obligation under the Equality Act 2010 to make reasonable adjustments to ensure that disabled workers (including contract workers, trainees, apprentices and business partners) aren’t seriously disadvantaged when doing their jobs.
This includes interviews, as well as within the job itself. If a neurodivergent person faces severe challenges when carrying out everyday activities, he or she is likely to be covered by the act.
So how can you make sure you meet your obligations under the law for a broad range of neurodiverse people? Here are 12 steps:
1. Review recruitment and interview processes. Check to see if they are a fair way to demonstrate the skills needed for a specific job.
2. Be proactive about starting a conversation. Having a conversation means that you can make key adjustments at an early stage rather than leaving them until it’s too late and your neurodiverse employee has handed in his or her notice.
Often, adjustments are about making small changes – for example, giving clear information about what will be expected at an interview prior to the candidate attending; having an agreed format for instructions; providing a list of acronyms; and being explicit about work rules.
3. Recognise that everyone is different. So if a candidate for the job has a ‘label’ (if they have disclosed it), the label doesn’t describe that person. Instead, it is a shorthand descriptor that can be a starting point for more specific understanding.
For example, two people with dyslexia will be different in terms of their strengths and challenges.
4. Realise that you don’t need to be an expert in neurodiversity to provide support for all employees. Asking some key questions can be a great start. These might include:
5. Be prepared to work with your neurodiverse employee to find practical solutions to problems early on in the process. Remember, if this is a new job, the person may not know what he or she requires in the beginning but needs to get help before they lose confidence.
6. Use resources such as Access to Work. This programme in England, Wales and Scotland provides practical support and equipment for neurodiverse employees, even at the interview stage.
7. Once the person is in the job, be clear about your expectations and check that they have fully understood them. Working closely with a peer can be very useful to begin with.
8. Be specific about priorities and agree how they will be conveyed – for example, by email and colour-coded.
9. Remember that communication is a two-way street – and recognise that your style of communication may not be the same as someone else’s. Failing to recognise this can be a cause of miscommunication and personality clashes.
Some people work better by having tasks written down and need order in what they do; others can capture the concepts discussed and then get to work with minimal supervision.
10. Hold regular but short meetings to ensure that small worries don’t become big ones. Ask your neurodiverse employee if they would like to email any concerns to you before a meeting if this is helpful for them (and if it will also help you).
11. Promote greater awareness of neurodiversity among colleagues and encourage neurodiversity champions to come forward. Doing this can mean that people who are neurodiverse can feel more confident about telling others, since they should get a positive response.
12. Be open. Ask your neurodiverse employee if they want you to approach them if their behaviour changes in some way – for example, if it appears that they are not coping or are becoming stressed.
As companies start to see the benefits of attracting neurodiverse talent, there is a need to move away from one-off awareness events towards using universal design principles.
That equitable and cost-effective approach to tailoring recruitment, selection and induction processes results in inclusivity for everyone, including those who do not wish to disclose they are neurodiverse.
It also can benefit the performance and wellbeing of all staff, but it particularly helps with the attraction and retention of neurodiverse talent. It allows for more personalised support rather than a cookie-cutter approach determined by labels.
Some of the most common examples of neurodiversity are:
Further reading…
For more information on neurodiversity, see doitprofiler.com
Professor Amanda Kirby is CEO of Do-IT Solutions in the ‘tech for good’ sector and an internationally recognised expert in neurodiversity
This article was taken from The Treasurer magazine. For more great insights, log in to view the full issue or sign up for eAffiliate membership
