REWARD Wellbeing and neurodiversity in the workplace
Paul Chamberlain, Partner and Head of Employment, JMW Solicitors LLP, provides guidance on how to create a fully inclusive workplace
I t’s more important than ever to have measures in place to protect the wellbeing of employees. Rates of mental health diagnoses and interaction with mental health services have been steadily increasing for several years, with the Covid-19 pandemic accelerating this trend. This is against a backdrop of a seemingly never- ending cost-of-living crisis, with disposable incomes flatlining and the consumer price index rising considerably. This has inevitably put additional stress on employees. Meanwhile, there’s been a widely reported increase in autism and other neurodiversity diagnoses in recent years. It’s now estimated that around one in seven people (more than 15% of people in the UK) are neurodivergent. More than 1 in 100 people are on the autism spectrum, attention deficit hyperactivity disorder (ADHD) is estimated to affect 3-4% of UK adults and about 10% of the UK population has dyslexia. It’s important for employers to recognise that neurodiverse employees will require different considerations to neurotypical employees when it comes to wellbeing. It’s also useful for employers to recognise that an estimated 80% of autistic females remain undiagnosed or misdiagnosed by the age of 18. As such, employers should be astute to the needs of individual employees, regardless of any formal diagnosis. Creating an inclusive workplace will ensure all employees can be happy, engaged and motivated, whether they’re recognised as neurodiverse or not. For employers, there are many benefits of fostering wellbeing for neurodiverse individuals. Studies show there’s a competitive advantage in doing so, as neurodiversity often brings unique strengths including pattern recognition, attention to detail, deep focus, excellent recall and creative problem-solving skills. Companies will be better equipped to retain such talent if they can provide an attractive and inclusive workplace. In addition, clients and partners may want to know they’re dealing with an inclusive company – a good reputation will be beneficial for business development.
A City and Guilds Foundation 2025 survey found that 51% of respondents had taken time off work during the last year due to neurodivergence related challenges. Developing policies to protect the wellbeing of neurodiverse employees is therefore likely to increase productivity. The survey can be located here: https://ow.ly/Z4CX50VllzT.
l providing material in advance of meetings l providing templates and examples l breaking tasks down into parts l being clear on prioritisation and deadlines l digital accessibility – simple language, captions and transcripts for videos and audio content l assistive technology - text to speech software, speech to text software, noise cancelling headphones, visual aids such as colour coded calendars, task lists and proof- reading software may all be of assistance. More generally, adapting your communication style to each employee could be beneficial. Some individuals may prefer written communication, particularly if they struggle with social cues and body language. Some individuals may prefer to be given tasks orally. Practical considerations These could include: l considering flexible working and / or hybrid working l allowing extra breaks l allowing staff to travel at quieter times of day l positioning an individual’s desk away from the main flow of traffic in an office l using dividers between desks l avoiding use of hot-desking l sensory-friendly workspaces – consider how particular smells, light and noise will impact employees who are easily overstimulated. Reasonable adjustments will vary from person to person. It’s important to note that all employees, not just neurodivergent employees, will benefit from consideration of their needs. Employers could also consider making a dedicated person in the company responsible for putting together reasonable adjustment plans and ensuring they’re carried out. Employers could consider facilitating employee-led groups for neurodiverse individuals to support each other and foster ideas for development. Education and training, particularly for managers, will be critical. n
What does the law say? The Equality Act 2010 provides that
disabled people are to be protected against discrimination in the workplace. ‘Disabled’ includes a physical or mental condition which has a substantial and long-term impact on the ability to carry out normal day-to-day activities. As such, individuals with neurodivergent conditions such as autism, ADHD, dyslexia and dyspraxia may be legally classified as disabled if their condition has a substantial, long-term impact on daily activities. Notably, a person doesn’t have to have a formal medical diagnosis to be considered disabled under the law. Being classified as ‘disabled’ grants individuals protection from discrimination against them as a result of their condition, and it also gives them the right to reasonable adjustments. Employers have a legal duty under the Equality Act to remove barriers for disabled people at work by making reasonable adjustments. Any failure to make reasonable adjustments will be regarded as discrimination and may be a legal cause of action for employees. As such, it’s critical for employers to be alive to the needs of neurodiverse employees and provide reasonable adjustments where appropriate. Recommendations Here are some recommendations for organisations to consider when ensuring they’re fully inclusive. Communication Reasonable communication adjustments for neurodiverse individuals could include: l giving clear written instructions
| Professional in Payroll, Pensions and Reward | May 2025 | Issue 110 42
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