Top ten tips on how to build an inclusive workplace to attract, support and retain neurodiverse workers

There are real benefits for businesses if they tap into the talent pool of the neurodivergent community. Workplaces benefit from different perspectives and different ways of thinking. Strengths that have been identified within the neurodivergent community include: good attention to detail, ability to spot patterns, innovative way of viewing problems and exceptional long term memory. It is also recognised that within the neurodivergent community there are people that excel in specific areas.

It is important that employers remember and recognise that everybody is different. No two employees are the same. If employees have the same neurodiverse condition, it may display differently and have a different effect on each employee. It is important not to make assumptions about employees.

Employers should think about what is actually needed for the specific role being advertised and ensure that the skills listed as necessary for the role in the advert matches what is required. A job advert should not contain lots of additional unnecessary generic requirements. If role requirements lists are very long, it may put a neurodiverse prospective applicant off from applying and the prospective applicant may rule themselves out due to one unnecessary generic requirement listed

At the interview stage be open minded and be aware of unconscious bias. Also consider the questions being asked, for example, an autistic applicant may find it difficult to answer questions that are very general or questions that are not clear. An employer should be open to adjustments, for example, allowing a neurodiverse applicant to have access to the interview questions in advance or allow a support person at the interview.

An employer should consider if any workplace adjustments are required for a neurodiverse employee. Many adjustments will not result in any cost or are inexpensive and are simple to make. Within the neurodiverse community differences may include sensory sensitivity and social and communication skills.  Simple adjustments can make a huge difference, for example, noise cancelling headphones and agreeing with the line manager how instructions will be communicated.

Most neurodiverse conditions would likely be deemed a disability under the Equality Act 2010, however, this is of course fact sensitive and a legal test, not a medical test. Employers should be mindful of the Equality Act 2010 and ensure they comply with it, for example, in relation to the requirement to make reasonable adjustments.

A key factor to building a neuroinclusive culture is raising awareness of neurodiversity across the workforce. This will help build understanding and compassion in the workplace and educating the whole workforce can help prevent stereotypical attitudes being present. Partnering with a charity is a great way to do this.

Running neurodiversity training, including manager and colleague training, will help to address any bias and ensure better understanding and support of neurodiverse colleagues in the workplace.

Consider having neurodiversity champions and mentors as well as setting up an internal support group, so there are clearly identified individuals that can be contacted in the workplace.

Employers should try to have in place clear pathways for disclosure to ensure neurodiverse employees feel supported at work and able to disclose a diagnosis if they wish to. Employees may be concerned what the impact will be if they do disclose a diagnosis and worry it will negatively impact their career. If an employer makes clear through their actions that they take a supportive and inclusive approach this will hopefully encourage employees to feel more comfortable to disclose a neurodiverse condition and access any support required.