Adam Bernstein 
Creating a supportive and inclusive culture is key when hiring a neurodivergent person
If the general population were asked if they had heard of the term ‘neurodiversity’, it may be safe to say that they have not. Some may believe that they know what is being referred to and some may think of the dance group Diversity, but most will undoubtedly answer in the negative.
Neurodiversity is a term that refers to hidden disabilities of the brain, such as dyslexia and dyscalculia, dyspraxia, attention deficit hyperactivity disorder (ADHD) and the autistic spectrum. Helen Mitchell, Press Officer at the Equality and Human Rights Commission (EHRC), is more direct in her description. She says that neurodiversity is ‘a relatively new term, and it refers to the different ways that the brain can work and interpret information, highlighting that people naturally think about things differently’.
The difference is more widespread than was previously thought. Tom Neil, Advisory, Conciliation and Arbitration Service (Acas) Senior Adviser, believes that ‘a significant minority of society, often estimated at around one in seven people, could be neurodivergent. According to a Chartered Institute for IT article, neurodiversity affects approximately 15% of the population, with dyslexia taking up two-thirds of that number’ (Penketh, 2018).
No matter the rate, Neil says that ‘employers should never assume that a team member is neurodivergent or take it upon themselves to diagnose an employee’. In fact, he recommends that employers should take steps to ‘make their workplace more inclusive, so that it better meets the needs of all staff, whether they choose to disclose a condition or not’.
How it affects the workplace
How employers react to neurodivergence is very important to the acceptance of those individuals with associated conditions.
According to Emma Kearns, Head of Enterprise and Employment at the National Autistic Society, the term does not just refer to people who think differently, ‘it also involves appreciating the benefits this can offer’. She adds that, while it could include people who are autistic or with dyslexia, dyspraxia, ADHD or a number of different neuro-developmental conditions, some people may have more than one condition’.
From a legal perspective, Mitchell warns that ‘being neurodivergent may amount to a disability under the Equality Act 2010. This means organisations have a legal obligation to make reasonable adjustments to the workplace, which could be removing barriers or providing extra support for a disabled worker or job applicant’.
Regarding this, Kearns warns that ‘a failure to make reasonable adjustments counts as unlawful discrimination and could leave the employer open to a discrimination claim from the individual’.
However, while some may be prejudiced against those with any form of disability—a discriminatory act that is generally illegal—Kearns thinks that ‘those with autism have a huge amount to offer employers, and many are desperate to find a job that reflects their talent and interests’.
Furthermore, it appears that a growing number of employers are actively hiring people with autism, Asperger's syndrome, ADHD and other cognitive differences. In the UK, the BBC reported in January 2019 that Universal Music UK, insurer Direct Line and even the Government's listening station Government Communications Headquarters (GCHQ) were actively hiring the neurodiverse.
However, National Autistic Society research suggests that the number of autistic adults in full-time paid work is still very low, partly due to employers' lingering misconceptions around what autism is and the type of jobs that autistic people can do (National Autism Society, 2016). As Kearns explains, ‘many employers say that they don't know how to support autistic people and are worried about getting this wrong’.
» Another way to look at the positivity that flows from employing a neurodivergent person is that they deploy what is effectively an extra set of eyes and different thought processes; the National Autistic Society has seen this lead to innovative ideas and creative approaches to problem solving «
The reality is that organisations like the National Autistic Society both encourage and support employers to change their recruitment and workplace practices to help autistic people. Most help autistic people to manage anxiety about unexpected changes, which can benefit everyone, not just those with autism.
When an employee has a neurodivergent condition, Mitchell says ‘an employer only has to make adjustments where they are aware—or should reasonably be aware—that the individual has a disability’. This also goes to the heart of the matter because, until an employer is alerted to an employer's condition, they need do nothing.
Characteristics of the neurodivergent
People with health conditions vary in their needs, so, as Kearns outlines, ‘each autistic person will have their own strengths and areas where they will need more support. However, when autistic people find the right role and are well supported, they may have [their own] strengths'. These include a logical or methodical approach to problem solving, an ability to focus intensely, being task-oriented and persistent and possessing good accuracy and attention to detail, as well as good memory, reliability, integrity, a strong sense of justice, strong visual skills and strong skills and knowledge in specific areas of interest. Each one of these traits could prove valuable to an employer.
Another way to look at the positivity that flows from employing a neurodivergent person is that they deploy what is effectively an extra set of eyes and different thought processes; the National Autistic Society has seen this lead to innovative ideas and creative approaches to problem solving. Kearns says, ‘managers often tell us that the adjustments and strategies they put in place to support autistic colleagues are beneficial to all employees and can lead to a change in management practice’.
The best roles for the neurodivergent
What roles are best suited to the neurodivergent is a natural point to consider. The problem is that there is a depth of misunderstanding of the subject, because everyone on the spectrum is different. In other words, just as anyone not on the spectrum can perform any job, subject to the right skills of course, so can those in the neurodivergent world—just differently.
Kearns adds that there is also a misconception that some autistic people have almost superhuman abilities, which, she says, is most frequently not the case.
Reasonable adjustments
As to what the most effective adjustments are, Kearns notes that an awareness and understanding of autism among managers and colleagues is best, ‘including what it is like to be autistic in the workplace, and the adjustments and strategies that can help’. Creating a supportive and inclusive culture is key.
A reasonable adjustment means adapting the working environment to enable an employee to be able to perform their job comfortably and to the best of their abilities. It is about reducing barriers to allow access and inclusion—something that applies to everyone.
With a knowledge of the law, Mitchell details that adjustments can vary depending on the individual's condition and various factors that influence whether a particular adjustment is considered reasonable. She says that ‘the test of what is reasonable is ultimately objective, and so, employers could consider how effective the change will be in avoiding the disadvantage that the disabled worker would otherwise experience, its practicality and cost, the organisation's resources and size and the availability of any financial support’.
Moving to the practical, Kearns advises that ‘adjustments do not necessarily need to be expensive and can vary from making physical changes to the workplace to introducing equipment/assistive technology or adapting work processes’.
Noting the same, Neil also points to minor adjustments when he says that ‘often, small, simple changes to working arrangements or responsibilities will be all that is required to enable an employee to perform at their best’. He gives the example of allocating staff a workspace away from the noisier areas of an organisation, speech-to-text software or the provision of dual screens to increase the visible working space.
Furthermore, Kearns says that the National Autistic Society endorses more sophisticated assistive technologies, such as the Brain in Hand app, which ‘can be programmed with helpful processes, reminders, timetables, anxiety tracking and management strategies, which can assist the user if they need help’. She says that this form of technology links the person with their manager and support network and provides an overview of how the person is progressing—’it can be really effective’.
Kearns also recommends that management consider reducing the level of lighting if it is too bright or providing noise-cancelling headphones if the sounds of the workplace are loud or distracting, as ‘these small things can make all the difference for better work performance’.
Bullying is an issue
Lastly, it is an unfortunate fact of life that individuals who stand out from the norm often find themselves the target of bullies, and autism is no different, says Kearns. In a 2016 survey, approximately half (48%) of the autistic people surveyed reported bullying or harassment in the workplace and 51% reported other discrimination or unfair treatment due to being autistic (National Autism Society, 2016).
She adds that ‘this is compounded by the fact that, because of differences in communication, autistic people may not always recognise that they are being bullied until it either becomes glaringly obvious or a benign colleague recognises what is happening to them’.
It is a matter of legal principle that bullying is an issue that must be tackled decisively and ruthlessly by any employer, particularly as its consequences are not just short-term. As experts who deal with the aftermath will know, the effects of bullying can be long-term and can leave someone with dangerously low confidence and self-esteem, leading to long-term unemployment, greater dependency, mental health issues and legal action.
To tackle this, Neil advises that employers consider framing a workplace policy: ‘this need not be over-elaborate, especially for small firms, and might be included in other personnel policies’.
Conclusion
Just because an individual is classed as being neurodivergent or on the autistic spectrum does not mean that they should be overlooked during the recruitment process. With a multitude of skills and abilities that non-neurodivergent people do not possess, employers who cannot see the value in hiring the neurodivergent really are missing out.