Neurodiversity 101: Gains and losses in DEI.. what next in 2024?

Starting off the year we can be optimistic about the gains we have seen in interest in neuroniclusive practices in 2023 but what about this year?

The good news

A recent report from Accenture highlights specific gains for companies that focus on DEI initiatives.485 companies completed a Disability Equality Index and the findings from this showed that companies with Disability Champions and who led on key disability inclusion criteria have 1.6 x more revenue; 2.6x more net income and 2x more economic impact.

This is good news but needs to be shouted from the hill tops otherwise many companies will see undertaking Diversity, Equity and Inclusion activities as too much effort.

There is no doubt there has been increased awareness of neurodiversity and what neuroinclusion means for workplaces and individuals.In 2023 Do-IT launched in partnership, the first Neurodiversity Index published with City and Guilds Foundation to establish a baseline of knowledge for employees and employers. The index represents an important measure to see where we are now and where we need to go.

Hidden in full site

We need to ensure we are anticipatory in our hiring practices and ensure equity BUT you already have people in your workplaces and spaces who are neurodivergent. They may have been hiding, masking and fitting in most of their lives to ensure they keep their jobs.

In many workplaces over the past few years I have heard organisations encourage us to 'be your authentic self' . I remain cautious when we make statements like that as how they may be interpreted or not. When someone presents all of themselves wholly and honestly colleagues don't always like it. Phrases such as "bring your whole self to work" can be hard to interpret in reality. Which bits? Do any of us tell everyone at work everything about ourselves. I know what it is trying to mean... we need people to feel comfortable to speak up.Social interactions are nuanced and grey. If I like wearing flip flops all the time- is that OK? If I swear a lot - is that OK? If I tend to greet everyone with a hug... is that OK?

I think in 2024 we need to be careful when we make grand statements that we really think what this means. If you come 'out' and share your thoughts and ideas without organisations being fully prepared to support that person it is hard to undo words and actions spoken!

Don't encourage people to 'disclose' if you are not prepared to fully support them.

Accenture research has showed that 76% of employees with disabilities do not fully disclose their disabilities at work. Further, the 2023 DEI report found that only 4.6 % of employees self-identify their disability status with employers.

Nicole Brown in January last year showed that Higher Education had lower rates of disclosure. She described how "there are fewer disabled, chronically ill and/or neurodivergent people in academia as a sector than there are in other areas of life and work.Many disabled, chronically ill and/or neurodivergent people drop out at different transition stages, such as at the level from undergraduate studies to postgraduate taught studies, or from postgraduate taught studies to postgraduate research studies, and then again from research studies to contractual positions."

Importantly,disabled, chronically ill and/or neurodivergent people "who stay within higher education, are less likely to disclose their conditions."

I think her view of the balance between disclosure and non-disclosure is an important one: On one hand disclosure can make someone feel different and stand out that may feel uncomfortable. On the other hand not disclosing, may mean support, understanding and adjustments have not occur.

Organistions providing a bit of awareness alone can be useful if it is part of an action plan but could be harmful if stand alone it stirs interest up but the signposting and support is not there.

I have written in the past about 'bleaching' neurodiversity in the past. Lasting changes need to be planned, implemented and reviewed to see what is working and not like any business plan, it will need amending and adapting as changes happen within the organisation and also as the world changes around us.

New recruitment approaches and systems also need to ensure we don't build more bias into hiring especially when using AI tools. As hiring practices change we need to review they remain inclusive.

The less good news

Forbes reported that Google have slashed their diversity programmes along with other companies including Meta after big promises were made. Hiring of people supporting DEI programmes has been reduced. Is this a marker for 2024 when we are just getting going?

Do you think there is increasing pressure on recruitment with recalibration of what is important to organisations... and will this mean that DEI get's a push back?

Remember....

In the UK we have the Equality Act 2010 operating and the Health and Safety Act 1974 and in 2023 the Consumer Duty came into force. These are legal frameworks. We have also seen a steep increase in workplace tribunals not only for neurodivergent related cases but in general. (We have also seen a parallel increase in special educational tribunals with a 24% increase).

Remember that someone does not need to have a formal diagnosis of one or more neurodivergent traits or conditions to make a claim (and more importantly to gain support).

As an employer we need to be anticipatory in our approaches expecting there will be neurodivergent folk at all stages of the employment process. This is about team working and it is not about 'them and us'.

Tribunal cases are arising highlighting that understanding different individuals and work contexts is important.

Lewis and Silkin describe one case of Morgan v Buckinghamshire Council .The claimant, who has autism/is on the autism spectrum, dyslexia and other conditions, was a supervising social worker in the fostering team. They describe how she:

"was dismissed for giving gifts to a child without permission from her manager and because of an inappropriate case note she had written.The claimant brought a claim for unfair dismissal and discrimination arising from disability, mainly on the basis that her autism had impacted her judgment and understanding in relation to the gift-giving policy and appropriateness of the case note. The employer accepted that the claimant was disabled on the basis of her neurodivergences."

The tribunal said that it was inclined to accept that the conduct for which the claimant was dismissed resulted from her disabilities. In the circumstances, however, and given that the claimant declined an occupational health assessment, her dismissal was within the range of reasonable responses and a proportionate means of achieving a legitimate aim. The claimant was not, therefore, unfairly dismissed, nor was she unlawfully discriminated against for reasons arising from her disability. The claimant appealed but the Employment Appeal Tribunal dismissed the appeal.

BUT the claimant did succeed in a claim for disability-related harassment. In the letter explaining the outcome of her appeal against dismissal, the appeal officer had stated “it is also of great concern that you chose to withhold your autism through ‘masking’ throughout much of your employment potentially putting at risk the vulnerable children with which you were working.”

I wonder if this sort of statement may leave someone feeling concern about discussing their neurodivergent traits or masking to fit in. What you can see is that the line between sharing information and masking is not an easy one.

10 step organisational plan for 2024

1.Creating a neuro-inclusive strategy for your workplace involves taking

steps to ensure that the workplace is inclusive and accommodating for

all diverse cognitive and neurological needs and for all employees, including

those with conditions such as ADHD, dyslexia, Dyspraxia/DCD, autism, and

brain injuries.This needs to be planned, tested and reviewed to see what is working

and what changes need to be made.

2. Conduct a neurodiversity audit: Assess the current accessibility and

inclusivity of your workplace - this is an internal barometer that allows to

then have a baseline to measure change over time. You already have

neurodivergent people in your organisation.

Ask them what they think. Look at the latest City and Guild Neurodiversity Index with Do-IT and see what others are doing. 2024 will be out soon!

3. Create a neurodiversity policy: Develop a policy that outlines the

organisation's commitment to creating a neuro-inclusive workplace,

including specific actions that will be taken and the timelines for action.

4. Provide training and education: Provide further training and education

to managers, supervisors, and employees on neurodiversity, including on

how to accommodate and support employees with diverse cognitive and

neurological needs.

This often means about having good conversations and managers knowing where they can ask for help. HR managers need to know this information. We have been running a highly successful Neurodiversity Champion programmes to help companies have an internal network of people who are 'safely' prepared to provide information ( not counselling, not coaching, not diagnosing!).

5. Review all stages of your recruitment processes: This can be

completed undertaking a Neurodiversity Gap Analysis using Do-IT Profiler

tools.Review recruitment processes to ensure that they are inclusive and

do not discriminate or exclude neurodivergent people.

6. Consider anticipatory adjustments that need to be put in place.Using

universal design principles can save time, effort and money.

7. Have a process for putting adjustments in place: What can be done

such as computer based tools ,flexible working hours, peer training, regular

review of processes to see what is working and what is not.

8. Encourage continuing employee feedback cycles: Encourage

employees to provide feedback on the accessibility and inclusivity of the

workplace, and make changes as needed. Monitor and evaluate the

effectiveness of the neuro-inclusive program, and make changes as needed

to ensure that it is meeting its goals.

9. Depending on the size of the organisation set up Employee Resource

Groups/Ability Groups.There is a need to consider the additional workload

for neurodivergent individuals. Do-IT can deliver neurodiversity champions

training. Share your learning with other organisations in different sectors.

10. Decide on the referral process for screening support for employees

who need/require adjustments/specific support. Ensure these are person

centred. Neurodiversity Workplace Profiler can deliver neurodivergent

profiling of each person's spiky profile, includes wellbeing and 'Work with

me Passport' to aid better conversations.

I am ever hopeful.

“You may say I'm a dreamer, but I'm not the only one. I hope someday you'll join us. And the world will live as one.”― John Lennon

Blog Author

I am Amanda Kirby, CEO of Do-IT Solutions a tech-for-good company that delivers consultancy and guidance, training and web-based screening tools that have helped 10s of 1000s of people. Contact us and we can discuss how to put the 10 step plan into practice.

We strive to deliver person-centered solutions relating to neurodiversity and wellbeing.I am a mixed bag of experiences and skills and have 25+ years of working in the field of neurodiversity.

I am a medical doctor, Professor, and have a Ph.D. in the field of neurodiversity; most important of all I am a parent and grandparent to neurodivergent wonderful kids and am neurodivergent myself.

I have written 10 books so far.Theo Smith and I wrote the UK award-winning book?Neurodiversity at Work Drive Innovation, Performance, and Productivity with a Neurodiverse Workforce . My 10th book came out called Neurodiversity and Education in March 2023. Theo and I are writing a new book this year about parenting and neurodiversity!