Creating Psychologically Safe Workplaces for Disabled and Neurodivergent Employees

Article by Jack McManus | Kuits

Our Mental Health, Disability and Neurodiversity committee hosted an event in celebration of International Day of Persons with Disabilities. Named “Creating Psychologically Safe Workplaces”, the event focused on psychological safety for disabled and neurodivergent employees, in which we discussed workplace inclusivity and ways to empower everyone to thrive in environments where they feel safe to voice their needs. The intention behind this event was to provide employers with the knowledge and tools to champion disabled and neurodivergent employees, leaving them with practical strategies to implement in their respective workplaces. The event involved inspiring, real-life success stories, resulting in an open and honest discussion about fostering an inclusive and supportive workplace culture for all employees.

The need for creating a supportive, inclusive workplace culture could not be greater, especially in relation to neurodivergent employees. A recent study conducted by Zurich UK found that 63% of neurodivergent workers believe that employers view neurodiversity as a “red flag”. Nearly half (47%) of neurodivergent adults hide their conditions from prospective employers and over half (51%) fail to disclose their neurodiversity.

Even when individuals disclose their neurodivergent conditions to their employers, they still face obstacles in receiving the assistance they require to ensure that they are on a level footing with other employees. The City & Guilds Foundations released a report earlier this year in respect of neurodiversity in the workplace. Statistics from the report show that out of the neurodivergent individuals they surveyed:

• 50% had been off work during 2023 due to neurodivergent-related challenges
• 36% had not received any guidance from their employer
• 20% were still waiting for adjustments in the workplace to be put in place

There is clearly still a lot more that can be done to support this demographic of the workforce, not least because there is a hidden pool of neurodiverse talent that employers are missing out on if they do not have an inclusive recruitment policy or workplace that retains neurodivergent employees. The question to ask therefore is what steps can employers take to create a supportive, neuroinclusive workplace?

First of all – and perhaps most obviously – employers should be aware of their legal obligations in respect of neurodivergent employees. Many neurodivergent individuals will meet the definition of a disabled person contained within the Equality Act 2010. Therefore, where there are practices or physical features at work that disadvantage neurodiverse employees, employers are legally required to put in place reasonable adjustments to remove the disadvantages. What is ‘reasonable’ will vary on a case by case basis, depending upon factors such as the size and resources of the employer and the costs, practicality and effectiveness of the proposed adjustments.

The overall objective therefore is to reduce as far as practically possible any disadvantage that disabled and neurodivergent employees experience in the workplace. Examples of reasonable adjustments that have been found to help neurodivergent employees in the workplace include:

• Adjusting start times as some neurodivergent individuals can find mornings more difficult.
• Shorter breaks throughout the day to help with concentration and avoid outbursts and heightened emotions.
• Allowing more working from home as some neurodivergent individuals can become easily distracted in a busy office environment.
• Have more one-to-one supervision sessions if this would help the individual to prioritise their workload, as neurodivergent individuals can find it difficult to concentrate on the one task when they have a high workload.
• Giving clear verbal as well as written instructions. Depending on the individual it can be helpful for verbal instructions to be given one at a time and in a quiet location. Alternatively, some individuals may prefer to receive instructions exclusively in written form.

Adjustments should be tailored to each individual and their specific needs. Do not take a blanket, ‘one-size-fits-all’ approach to workplace adjustments as no one neurodivergent employee is the same, nor are the disadvantages that they experience. A blanket approach to adjustments is unlikely to prove successful in removing disadvantages and in that instance, everyone loses: both employees and their employer.

In order to prevent neurodivergent employees from being at a workplace disadvantage in the first place and to create an inclusive, supportive environment, organisations should consider whether they can implement any of the following procedures and support mechanisms:

• Take a zero-tolerance approach to bullying and harassment of neurodivergent employees. A recent CIPD report showed that a fifth of neurodivergent employees surveyed had experienced harassment or discrimination at work because of their neurodivergence. Organisations should have workplace policies (such as a specific anti-harassment and bullying policy) which explain what harassment is, how to raise complaints of harassment and what the consequences are for bullying and harassing neurodivergent employees. The policy should set out clearly how managers will investigate and handle complaints. It is important to communicate the existence of this policy to staff and the ramifications should they breach the policy.
• Have a peer mentoring programme where neurodivergent employees have a dedicated person in the business that they feel they can speak to about their conditions and can seek support if they need it.
• Have a neurodiversity champion programme which promotes and supports the inclusion of neurodivergent individuals in the workplace. Neurodivergent champions can also serve to raise awareness and understanding of neurodiversity within the business helping to create the culture of openness and inclusivity.
• Implement neurodiversity training for HR, managers and any neurodivergent champions you might have in the business to create a better understanding of the types of conditions, the potential impacts at work and how employees can be supported.
• Review recruitment processes. Many neurodivergent employees regard the recruitment process as an obstacle to employment, often referring to long application forms, vague job descriptions and anxiety-inducing group assessments. Employers should consider what adjustments could be made to their recruitment process to create more level playing field. For example, organisations may choose to send all candidates interview questions in advance in the hope that doing so will remove some of the stress and anxiety associated with the interview stage

Employers should strive to create inclusive, supportive workplaces where all employees can thrive and reach their full potential. The more comfortable and supported employees are, the more productive they are. This is good for employees and it is good for business.

If you have concerns about how to support neurodivergent employees and deal with any issues that have arisen in your workplace, or if you require guidance on creating a neuro-inclusive workplace culture, please contact Jake McManus on [email protected] or 0161 832 3434. The team at Kuits regularly provides clients with various workplace policies and HR training which is bespoke to the business and its specific needs.

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