Boosting neurodiverse employee wellbeing post pandemic
Boosting neurodiverse employee wellbeing post pandemic
As leaders of the Well-being ‘centre of excellence’ within JourneyHR, Holly Evans (Senior HR Consultant), and Tyler Polius (HR Consultant) explore what effect hybrid working could have on neuro-divergent employees' well-being, and what organisations should consider when hoping to boost well-being and a sense of belonging amongst all employees.
Nobody could quite have predicted the effect the Covid-19 pandemic would have on our working lives. As government restrictions took hold, businesses underwent the largest work-from-home experiment the world has ever seen.
Now, three years on, while all pandemic restrictions have been lifted, many of the working trends that evolved during that period have remained. Hybrid working, once considered a niche, has become the norm for many, with more than three-quarters of employers in the UK allowing employees to work hybrid.
The introduction of more flexible working styles has been a positive step forward for employee wellbeing, allowing those with different social preferences the opportunity to work in a way that makes them feel most comfortable. This is particularly important for neurodivergent employees, who may experience and interact with the world around them in different ways to their peers.
It’s estimated that as many as one in seven people in the UK – 15% of the population – are neurodiverse and they bring a wealth of benefits to businesses, from skills such as creative thinking and process structuring to diversity of thought, innovation and lived experience.
Studies have shown that neurodivergent people are 30% more productive and in the right environment, autistic employees can be 140% more productive than their peers. But for neurodivergent employees to thrive, it’s vital that they have the right support and working environment to suit their needs.
As the UK prepares to mark Neurodiversity Celebration Week (13th-19th March), employers should consider how the new working styles could impact their neurodivergent employees and what more they can be doing to improve their well-being.
Home working
The introduction of home and hybrid working has levelled the playing field and created more opportunities for people who may have previously been overlooked. For neurodivergent employees, working in an office can often present challenges. Noise, bright lights, swarms of people and even smells can create sensory overload, while team meetings and interactions can cause anxiety over unwritten social rules or public speaking.
This can lead to employees feeling uncomfortable, excluded from social groups and in some cases – unable to continue working.
Despite many businesses pledging their commitment to DEI practices, it’s clear that we are falling woefully short when it comes to neurodivergent employees, with just 10% of organisations saying they consider neurodiversity in their HR practices. Not surprisingly, the number of employment tribunals linked to conditions such as autism, ADHD and dyslexia have shot up by a third and worryingly only 22% of autistic adults are in any kind of employment.
Holly Evans, Senior HR Consultant at JourneyHR, says: “Historically, the workplace has not been set up to be neurodivergent-friendly. Many employers unknowingly have environments, processes and policies in place that favour neurotypical candidates and employees, meaning these individuals are more easily hired and promoted while neurodivergent individuals are left behind.”
Offering remote working, either full-time or as part of a hybrid set-up, can provide neurodivergent employees with greater autonomy and control over their working environment, allowing them to adjust the lighting, sound and other sensory stimuli to suit their needs. For someone with ADHD, offering the ability to switch between settings can act as a way of keeping them engaged in their work.
Fortunately, advances in technology allow employees to stay in touch and complete tasks remotely and can be a real help to those who struggle to communicate verbally.
Employers who offer more flexibility in their working schedules can also make a big difference to neurodivergent individuals who struggle with rigid structures and routines, allowing them to structure their workday in a way that works best for them, taking breaks when needed or working at a time they’re most productive. This can have a positive impact on an employee’s sense of independence, accomplishment and ability which will ultimately boost their well-being.
Tyler Polius, HR Consultant at JourneyHR, says: “Neurodiverse individuals can be more prone to experiencing anxiety and stress in social situations or new environments. Flexible working arrangements can reduce the stress of commuting, being in crowded offices and socializing with coworkers.”
Emily Ablett, Junior HR Consultant at JourneyHR, works alongside clients helping to put in place initiatives to support neurodiversity in the workplace. She says: “It would be nice to see more quiet spaces created for neurodivergent individuals who prefer it to being in a loud office and think more about office accessibility such as whether an individual is comfortable travelling at rush hour.
“Fixed desk spaces rather than hot desking are important as some people might find it stressful not knowing where they will sit that day or not having a set routine.”
However, employers need to be mindful that there is no one-size-fits-all solution and neurodiversity processes should never be viewed as just another box-ticking exercise.
While some may thrive on the structure and rigidity of homeworking, others may struggle with creating a routine for themselves. Some employees may also experience isolation and loneliness, particularly those who crave a sense of belonging and rely on social interactions.
Employers also need to be conscious that remote work can lead to increased work demand, with employees sometimes expected to be available outside of traditional working hours which can blur the boundaries between work and personal life.
Tyler says: “Overall, the impact of new ways of working post-pandemic on neurodiverse individuals is complex and depends on individual circumstances. It’s important for organisations and employers to consider the individual needs and preferences of their employees, including those who are neurodiverse, when designing and implementing new work policies and practices.
“By doing so, they can create a more inclusive and supportive work environment that promotes the well-being of all employees.”
Awareness and education
Positive change starts with a conversation and this requires business leaders to place greater focus on awareness and education around neurodiversity, creating open cultures where employees feel safe disclosing their condition.
Unfortunately, a stigma around neurodiversity still persists, with 50% of managers admitting that they would be uncomfortable hiring neurodivergent talent.
Research has shown that neurodivergent people are more susceptible to mental health difficulties, and this can be exacerbated by their working environment. Many neurodivergent individuals develop coping strategies that “mask” their true identity for fear of being judged or treated differently to their co-workers. More than three-quarters of employees admitted to not telling colleagues of their condition but this can be exhausting and take its toll mentally.
Holly says: “Diversity and mental wellness go hand-in-hand. When employees do not feel valued or accepted for who they really are, this can heighten feelings of anxiety and depression and ultimately result in the loss of talented team members from the company. Even with existing mental health initiatives, employers cannot truly build a healthier workforce unless they have DEI practices in place to ensure they’re providing quality support to all employees across the board.”
While disclosing a diagnosis can be daunting, it could lead to a better working environment, with greater understanding of friction, better working relationships and increased support, says Holly.
Managers should ensure they are providing the right channels and clear points of contact for neurodivergent individuals to request adjustments as well as employee resource groups and access to high-quality, comprehensive health benefits for all employees. It can also be helpful to train managers on the various barriers that exist when it comes to seeking help with mental health.
Holly says: “In order to foster greater DEI, employers need to adjust their hiring and management practices to be more inclusive and supportive of neurodivergent individuals. This may require them to be more flexible, to adjust their communication styles based on employees’ individual needs and provide training and education to managers and HR on the latest best practices for supporting a more neurodiverse workforce.”
Sarah Bartlett, HR Assistant and part of JourneyHR’s Well-being Centre for Excellence, is working alongside clients who are supporting employees with a Lexxic referral – a neurodiverse workplace assessment to support individuals. According to Sarah, not only does this identify any adjustments that can improve their working life, but it also provides managers with an understanding of past conversations.
Holly concludes: “The companies that focus on mental health and employee support from a DEI perspective are the companies that will improve employee satisfaction, reduce turnover, and become more profitable in the end.”
If you would like to learn more about how to improve your company’s well-being or DEI practices, please get in contact us here: Contact — JourneyHR
“Fixed desk spaces rather than hot desking are important as some people might find it stressful not knowing where they will sit that day or not having a set routine”