Inclusion is a constant journey that doesn't end with recruitment. Supporting and neurodivergent employees helps reduce staff turnover and improve workplace morale. 

There are a range of measures you can take to ensure you get the best out of neurodivergent employees both present and future. 

Rachael Leisk, Communication Specialist at the North East Autism Society discusses what employers can do to support neurodivergent people at work. 

↓Training and resources for managers

↓In-work Support

↓Positive Disclosure

↓Access to Work

↓Forming a Neurodiversity Network

↓Knowing your legal responsibilities

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Training and resources for managers

As a current or prospective employer of neurodivergent people, or those with a disability, training can help you really understand and support your employees.

As leaders in the workplace, managers are in the best position to influence organisational culture. Neurodiversity training can help managers understand and build trust with their neurodivergent employees, getting the best out of them at work, and creating a workplace where neurodiversity can be discussed freely. 

Managers and HR professionals can work together to ingrain inclusive practices as part of an organisation's approach, and a demonstrable neurodiversity awareness can help you attract more talent in future.  

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In-work Support

No matter what stage of employment someone is at, they may benefit from in-work support. In-work support is bespoke to the individual employee's needs and can make a huge difference in helping them stay in employment in the long term. 

In-work support can help an employee settle into their tasks, organise their work day, or assist with any communication barriers that arise.

Support in employment can often be provided free of charge via government funded Access to Work grant.

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Positive Disclosure

Disclosing a disability to an employer is a personal choice, and many people choose not to do so. A study by Autistica found that 65% of people surveyed were not open to their whole organisation about being autistic.

This may be because people have had poor past experiences, do not want to be perceived in a different way at work, or do not want the extra attention disclosure may bring. 

Creating a space for positive disclosure through the acceptance and normalising of neurodiversity helps employees feel more confident and means you get the information you need to support with any reasonable adjustments they require.

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Access to Work

Applying for an Access to Work grant can help you pay for specialist equipment or support that a disabled or neurodivergent employee may need to work.

This may include, but is not limited to, a specialist job coach who can provide in-work support, paying for travel to work if public or personal transport is not an option, and buying specialist equipment or assistive software. 

Access to Work cannot pay for reasonable adjustments, which are small, usually inexpensive, changes that are the employer's responsibility to make.

An Access to Work application is best made as soon as is possible, and there are organisations that specialise in supporting with Access to Work claims.  

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Forming a Neurodiversity Network

Neurodivergent staff are often the most valuable resource you have when looking for guidance on creating a more inclusive workspace.

Inviting participation from staff in regular neurodiversity staff network meetings can help you gather feedback on your efforts to make your organisation more inclusive, and guide you on further actions that would improve their performance at work. Finding ways to make communication and feedback more accessible will help you gather more feedback from employees.

Be sure not to overburden staff. While colleagues can take a leadership role in guiding inclusive practices from inside your organisation, it is important to remember they have their own tasks to complete, and may not want to be involved in the network just because they identify as neurodivergent.

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Knowing your legal responsibilities

Many neurodivergent people qualify as having the protected characteristic of disability under the Equality Act 2010. Even though an employee may not see themselves as disabled, organisations have a legal responsibility under the Equality Act to make reasonable adjustments to overcome disadvantages faced by disabled employees in the workplace.

Not making adjustments where it is reasonable to do so is legally classed as a form of discrimination.

Having a proactive approach to making reasonable adjustments, learning the needs of your employees, and seeking advice on what adjustments you are able to make to your workplace helps you to not only create a better working environment for employees, but also legally protect your organisation.

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