Business
Neurodiversity – establishing an inclusive environment for your business
Global Banking & Finance Review®
Company
By Cathy Donnelly, Chief People Officer at Texthelp
Cathy Donnelly, Chief People Officer, Texthelp
Most business leaders would hope their company is inclusive. Most organisations aim to welcome employees regardless of their background. However certain barriers may prevent some candidates, especially those with neurodivergent conditions, from even applying. From the way job descriptions are worded to how personal development is structured, organisations committed to creating an inclusive workplace need to consider how all people can be better supported and take action accordingly. Inclusion must be prioritised from the start of the recruitment process and right through the entire employee life cycle.
Contributing to business success
The first step to creating an inclusive culture starts with removing bias – both conscious and unconscious. There may be misconceptions about the abilities of neurodivergent colleagues, or misplaced concerns about how to offer support or assumptions that one form of support will meet all neurodivergent colleagues’ needs. It’s important then to highlight the benefits – to both teams and the entire organisation – of hiring and supporting neurodiverse employees.
The clue is in the name after all. Having neurodivergent employees will encourage teams to think outside the norm. Diversity in all its forms offers new ways of solving problems and a greater variety of ideas. If a business ignores neurodivergent talent, then it is missing out on a huge pool of potential candidates that could add significant value to the company. We know that diversity makes business sense – diverse teams produce better results.
Getting the words right
It is during the recruitment process that a company first connects with future employees. As such, it’s critical that the process puts everyone on an equal footing. It’s easy to use a cookie-cutter job description that has been rolled out for the same role year-on-year – if the job role hasn’t changed, why should the advertisement? But if the business does not review the material it is sharing with candidates, then it may find that it’s excluding those with diversities. Avoiding complex language is a basic, yet important, way to make sure everyone can understand the role.
Additionally, it’s important to evaluate the skills required for the job. All too often job specifications will include skills that are not ‘core’ to the job but remain on the list of requirements anyway. For example, candidates are often required to showcase ‘excellent’ written skills for roles that aren’t heavily based on writing content. Having this requirement in the job description may dissuade neurodivergent candidates – such as those with dyslexia – from applying and employers miss out on strong talent as a result. With the advent of workplace software to aid writing and comprehension, employers should carefully consider what the most important skills are for the job, and focus on these requirements only.
Simplify the process
Once job descriptions are updated, it’s time to consider if the application process itself should be reviewed. Even for candidates that are not neurodivergent, the more hurdles and barriers a candidate experiences as part of the recruitment process, the less likely they are to apply for the position or drop out during the process. This shouldn’t mean the company compromises its recruitment process, but rather makes sure that every step adds value, is accessible for all potential employees and supports the selection of the best person for the role.
For example, if the recruitment platform has accessibility issues and doesn’t provide assistive tools such as screen readers, then some candidates may struggle. Equally, the traditional interview format may need reviewing to encourage applications from neurodivergent candidates. Giving these candidates the opportunity to share with you any adjustments that may support them can help. An adjustment could include holding the interview in a less stressful environment, such as over the phone. Or it could mean providing a very clear explanation of what the interview will entail and any required tasks. Small adjustments can make a significant difference to a candidate’s experience and asking how you can help demonstrates your willingness to support employees at an individual level and help them maximise their potential during the process.
It’s here that companies should consider signing up to the Disability Confident Scheme. It offers three levels to support employers as they improve accessibility for people with disabilities. This structure will make sure the business is following a clear process when it comes to hiring neurodiverse staff.
Neurodiverse day-to-day
As a business grows its neurodiverse workforce, it needs to make sure staff are able to develop and progress in their role. There are many different forms of neurodiversity and every individual will have a unique experience, but there can be some business practices that can support the employee experience.
For example, employees with ADHD may not respond well to the traditional quarterly format of reviews and goals. Instead, leaders should consider setting shorter-term goals, giving the employee a better experience of their personal development and keeping them focused on delivering smaller bite-sized pieces of work.
More broadly, having a better understanding of the individual’s experience with their neurodiversity will allow the company to offer better support. Regular catch-ups will not only keep the business updated on how the employee is performing but will break down barriers allowing more open and honest communication. Every employee is individual and therefore will benefit from individualised support – creating a safe environment for neurodivergent employees to share the support they need is critical.
Regardless of the different types of neurodivergence within the team, it’s critical that the business follows its own internal guidelines. Regular training for leaders and team members, increased contact time with employees and even team-building practices at company meetings or town halls will showcase the employer as committed to inclusivity.
Neurodivergent talent can bring a huge value to the business, but it’s important the company makes sure they have the right processes in place to welcome and nurture these candidates. Everything starts at the recruitment stage and if the company can establish the right practices here, it will be able to follow through to onboarding and day-to-day activity.
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