This session looked at what neurodiversity means, the barriers neurodivergent people face in getting into work and staying there, and practical steps employers can take to build an inclusive workplace. Host James Marsh of HRreview was joined by Stephanie Kukoyi, Senior People Scientist at Culture Amp.
Stephanie Kukoyi, Senior People Scientist, Culture Amp. Hosted by James Marsh, HRreview.
Stephanie Kukoyi described neurodiversity as an umbrella term for different ways the brain processes information, covering dyslexia, dyspraxia (DCD), ADHD, autism, Tourette's and more. Each brings strengths as well as challenges: creativity and problem solving in dyslexia, hyperfocus and resilience in ADHD, precision and attention to detail in autism.
Kukoyi estimated that around 15% of the population is neurodivergent, so most teams already include someone. The National Autistic Society has reported that only 16% of autistic adults in the UK are in full-time work, though most of those out of work want a job. A JPMorgan Chase report found staff in its Autism at Work programme made fewer errors and were 90% to 140% more productive.
People not identified at school face long NHS waits, and some assessments are only available privately. Many employers want a diagnostic report before they agree adjustments. Women are less likely to be diagnosed with autism, partly because they often mask their traits and partly because diagnostic profiles were built on research into males.
Kukoyi's examples were assistive software, sending a meeting agenda in advance, and changes to lighting or heating. The key is to work out with the individual what helps, not to apply a fix based on a label. A Texthelp study found 64% of neurodivergent workers believe their organisation could do more to support them.
Managers are central: they need to understand what adjustments look like and be comfortable discussing preferences and support. Where managers resist on grounds of team fit, use your own survey data on neurodivergent employees' experience and run awareness sessions that show the strengths these colleagues bring. If you survey staff, be ready to act on the results, or trust will drop.
Awareness training run because of one named colleague can leave that person feeling exposed, so present it as general practice for everyone and ask the individual first. In recruitment, state clearly in job adverts that adjustments are available, and train interviewers in how different conditions can affect a candidate.
Many adjustments for neurodivergent colleagues are simple and free, such as sending the agenda before a meeting. The key is agreeing them with the person.
Use your own employee data to show what neurodivergent colleagues experience, and run awareness sessions on specific conditions so managers see strengths, not extra work.
The Q&A: line managers who resist on grounds of team fit, the risk of singling people out, and how organisations can help staff get a diagnosis.
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