REWARD
established from the start and during the recruitment process, delegates said there’s no one-size-fits-all solution. Instead, they recommended a personalised approach. Communications could even begin before someone has joined the workforce to make them feel at ease when they eventually do start, which is something many employees would appreciate – not just those who are neurodivergent. Messaging shouldn’t be in isolation either, and this should be maintained with regular check-ins, either in person or virtually. Too much communication is better than too little, delegates agreed. Managers should be trained so they are confident in having any necessary conversations, explained delegates. Businesses would do well and generally would be more productive by investing in line management training as these individuals are usually the first port of call for people who have specific employment needs. They should also be able to clearly articulate how the business case adds up to senior management, with the cost of replacing talent generally being far greater
than the expense of providing adjustments for neurodivergent staff. When it comes to changing culture, this often has to be done from the bottom up as well as from the top down. Paying lip service isn’t enough as there will be no grass roots change without a broad, multidirectional approach, delegates insisted. ‘Buddy’ or ‘mentoring’ systems and staff disability or neurodiversity networks can increase awareness and understanding of neurodiversity at an organisational level. Reverse mentoring could also help in terms of enlightening senior management on various protected characteristics, not just disability which covers neurodivergent people.
progress in this area is slow and it still has a long way to go. People have different coping mechanisms and without constant, open and fluid lines of communication there is a risk of employees masking their conditions, which could lead to burnout. There are resources available even for companies with small budgets to ensure this doesn’t happen, delegates said. Payroll professionals are well placed to take an active role in raising awareness of neurodiverse conditions and empowering voices, liaising with HR and finance to make their case. Employers would do well to remember to treat everyone as individuals to ensure ensure inclusion for all. If the industry doesn’t adapt quickly then payroll will struggle to get people into the profession, delegates warned. They said that over the years, there had been a social shift as people seek support for neurodivergence, which is a central driver for the future of work. Workforce strategies must therefore account for diversity of thinking among employees, which drives business performance and is critical to the success of an organisation. n
The future of work Technology has largely benefited
neurodivergent people, providing changes to processes for everyone. For example, more video and digital content usage has meant people sometimes have the opportunity to apply for a position through different media rather than using a paper-based application process, which some find difficult. However,
stay UP TO DATE WITH THE LATEST CHANGES* PAYROLL UPDATE
Did you know that there are over 170 pieces of legislation that can affect payroll processes? Keep your knowledge current and ensure your business is compliant compliant, with our annual update course.
Now available face-to-face in Scotland, Wales and Northern Ireland
Scan to book
Book online at ippe.org.uk/training or scan below
* The CIPP payroll update training course is reviewed every two weeks ** Correct at time of print and based on CIPP membership with eligible grade booking the online delivery of the course.
A subsidiary of the Chartered Institute of Payroll Professionals
| Professional in Payroll, Pensions and Reward | February 2025 | Issue 107 34
Made with FlippingBook - Online magazine maker