REWARD
“To ensure provisions have the greatest impact, the simplest thing employers should do is speak to their staff and find out what they need. Tailored or personalised support would also have the biggest effect”
about by education, knowledge and lifestyle, delegates said.
Practical support There are a whole host of provisions and practical steps employers can take to support neurodivergent employees and this needs to start from the recruitment process itself, according to those round the table. They believe it’s extremely important that organisations adopt inclusive practices – not just to already onboarded employees, but at the hiring level too. Firstly, businesses must ensure their policies are inclusive and remember that neurodiversity can be considered a disability under the Equality Act 2010, which covers hidden disabilities and neurodiverse conditions, such as dyslexia. So, they are therefore required by law to make any reasonable adjustments a neurodivergent employee may need but should also keep in mind that not all support comes with huge costs attached. To ensure provisions have the greatest impact, the simplest thing employers should do is speak to their staff and find out what they need. Tailored or personalised support would also have the biggest effect, delegates agreed. Organisations could consider introducing quiet spaces, which give all employees – not just those who are neurodivergent – a
place to which they can escape for some peaceful working time. Adjustable chairs and noise-cancelling headphones could be helpful too, although the experts stressed that not all neurodivergent people have the same requirements. Some progressive employers have implemented workplace passports, which others may want to consider too. These provide details of how someone should be approached and communicated with, including their personal preferences, and do not need to be limited to just those with neurodiverse conditions. Flexible working hours and locations would also be beneficial in the same way they could be to other cohorts within the workforce, delegates said. These provisions would give those who require it the opportunity to choose the right environment and working conditions best suited to their needs. There is a plethora of technology that could help neurodivergent workers, such as voiceover software, and many businesses aren’t yet fully aware of what is
available, roundtable participants said. Generally, attendees agreed that the best support would be inclusive and offered to all employees, rather than just to workers with neurodiverse conditions. They also said neuroinclusivity is about more than just a policy and should be part of the company’s culture, with strong support from management and senior leadership. They noted businesses without a DEI function needed the right tools to help their workforces or would risk losing people and potentially suffer reputational damage too. Equally, larger organisations would lose people if they introduced layers of bureaucracy that would make access to support difficult or prolong the time it took to gain it. Communication A study by Zurich UK showed nearly half (47%) of adults hide their conditions from prospective employers, while the stigma stops 51% of them disclosing their neurodiversity. When considering how more open lines of communication can be
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| Professional in Payroll, Pensions and Reward |
Issue 107 | February 2025
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