Neurodiversity: Five things employers can do to get the best from neurodiverse staff
ACAS recently published an independent report, which raises an important question: what can leaders and managers do to better support their neurodiverse employees; and why is it so crucial for them to take action?
Neurodiversity refers to the natural variation in how people think, learn, and process information, encompassing conditions such as autism, ADHD, dyslexia, and dyspraxia. This includes individuals who identify with these groups, whether formally diagnosed or not. According to the Acas report, entitled, “Bosses urged to do more to support neurodiverse staff”, it is estimated that between 15% and 20% of UK adults are neurodivergent. That’s a large proportion of our workforce who may not be getting the support they need. In response to this, the following actions can be taken:
1. Recognise the importance of neurodiversity for your organisation (large or small)
It is often understood that a workforce that feels supported by their employer is likely to be more effective and this is no different for the neurodivergent workforce. By fostering an environment where everyone can thrive, you unlock creativity, innovation, and diverse problem-solving approaches that benefit your entire organisation.
2. Model inclusion through your actions and behaviours
Senior leaders have a key role in showing commitment to neurodiversity inclusion through their actions and behaviour. Raising awareness across your organisation is critical to normalising neurodiversity. Host workshops, seminars, or guest talks to educate staff about different neurodiverse conditions.
Creating a culture of inclusion also involves addressing unconscious bias. Neurodiverse individuals may face stigma or misunderstanding about their capabilities. Challenge stereotypes by celebrating achievements and showcasing the value neurodiverse employees bring to your organisation.
3. Equip your managers with the skills to support neurodivergent staff
Acas found that line managers are pivotal in supporting neurodivergent employees. It is therefore critical that your managers are able to foster understanding and empathy. Line managers need to feel capable and confident to discuss neurodiversity and know how to respond when someone tells them about their neurodivergence or asks for adjustments at work.
You should equip managers to recognise the strengths and challenges associated with neurodiversity and understand how to provide appropriate support. For instance, someone with dyslexia might benefit from text-to-speech software or additional time for written tasks, while an employee with ADHD might excel in roles with fast-paced responsibilities.
4. Consider neurodiversity throughout the employee lifecycle
Neurodiverse people will often get a first impression of your organisation through the recruitment process. Inclusive recruitment starts with your job descriptions. Avoid jargon or unnecessarily complex language that might deter neurodiverse candidates. Be clear about the essential skills required and flexible in how those skills might be demonstrated. For example, rather than demanding experience in a specific software, ask for a candidate’s ability to adapt to new tools.
During interviews, consider offering alternative formats. Some neurodiverse individuals might struggle with traditional face-to-face interviews. Providing the option of written responses, task-based assessments, or virtual interviews can create a more level playing field. Clear instructions, a structured agenda, and advance notice of questions can also reduce anxiety.
Considering where you can be flexible to get the best from your neurodiverse workforce then applies throughout the employee lifecycle in areas such as performance management and attendance management, training and the day to day interactions and open culture within your organisation.
5. Appreciate the individuality of neurodiverse conditions
Each neurodiverse person will have an individual experience of their neurodiversity. Being flexible in responding to this difference will support getting the best from your neurodiverse staff. For example, your workplace policies should be adaptable. Allowing flexible working hours or remote work options accommodates individuals who might find commuting or rigid schedules challenging. Additionally, ensure there is clarity in day to day communication—be explicit about expectations, deadlines, and feedback processes. Using project management tools and visual aids can help everyone stay on the same page. And if you are planning change at work, consider the timing, frequency, clarity and necessity of communication to reduce overwhelming people with information and ensuring the message is clear.
Regular check-ins and open communication channels build trust and allow employees to share what works for them. Instead of making assumptions, ask: “How can we support you to do your best work?” This not only personalises support but also empowers employees to take ownership of their needs.
A workplace for everyone
Creating a neurodiverse-inclusive workplace is not a one-size-fits-all approach. It requires your genuine commitment, ongoing education, and a willingness to adapt. By embracing neurodiversity, you can foster a richer, more dynamic workplace where every individual has the opportunity to thrive. In doing so, you not only enhance your own success but also contribute to a more equitable society.
It’s essential to recognise that supporting neurodiversity goes beyond ticking boxes or merely meeting legislative requirements. Instead, it’s about valuing the unique perspectives that each individual can bring. Everyone is different, and neurodiversity is just one dimension of diversity. Each person who comes to work contributes their own experiences, abilities, and challenges, and acknowledging this helps create a workplace where all employees feel valued and supported.
