By Leanne Maskell, below, founder and director of ADHD coaching company ADHD Works
Neurodivergence isn’t a ‘HR thing’. Having a brain wiring that works differently to ‘most’ affects every part of how an individual processes, thinks, and performs at work. However, many adults may have no idea that they’re neurodivergent until later in life. This is across a range of conditions; ADHD has only been diagnosable in adults since 2008, and 90% of autistic adults over age 50 are thought to be undiagnosed.
Late discovery of neurodivergence or disability can be extremely overwhelming, and even more so within a ‘professional’ workplace context. Concepts such as disability can feel intimidating and confusing, especially if someone doesn’t understand how this impacts them in the first place.
Employers are inextricably linked to this journey, as they have a pro-active legal duty to make reasonable adjustments when they know or should have known that a worker is disabled, even without a formal medical diagnosis.
Ultimately, only a tribunal can determine whether an individual has a disability, depending on their ability to do ‘normal day to day activities’ in contrast to their non-disabled peers.
There’s no ‘one size fits all’- every individual will have unique strengths and challenges. Failure to provide adjustments can amount to an unlimited employment tribunal award for damages, which could be easily avoided with simple conversation and early support.
As 3 in 10 neurodivergent employees have been found to hide their condition from their manager at work, this suggests that disclosure may only happen when a ‘problem’ arises, such as performance.
This is understandable, as miscommunications can easily arise due to fear and stigma. There’s no perfect conversation, and the employee is unlikely to know what support they need, especially if recently diagnosed.
If they are asking explicitly for support, it’s likely taken a huge amount of vulnerability and courage, yet may often be met with bureaucracy and arbitrary refusals. This response can not only amount to discrimination, but also significantly impact psychological safety for everybody at work.
In contrast, a neuro-affirmative, supportive environment can help everybody to feel safe seeking support at work, regardless of disability. We all think differently to one another, making us all neurodiverse, with our own preferences and needs.
Here’s how employers can understand, support, and harness neurodiversity and disability at work:
- Create a culture of psychological safety
If employees fear judgement, rejection, or repercussions, they’re unlikely to talk about their neurodivergence or disabilities. Managers need to lead by example, showing vulnerability and openness.
This likely comes from the ‘top’ in an organisation. Leaders sharing their own challenges, taking accountability for mistakes, and demonstrating empathy can empower others to do the same. Instead of framing neurodivergence as a ‘problem’ to fix, remind employees of the value in different ways of thinking, empowering them to engage in the conversation.
- Focus on needs, not labels
One of the biggest barriers to employees sharing their neurodivergence or disabilities is the fear of needing a formal diagnosis. This is especially relevant given the years-long waiting lists for NHS assessments and stigma around ‘trends’ in neurodiversity. Not everyone has a diagnosis, and even those who do may not want to disclose it. Instead, focus on understanding and accommodating individual needs.
Employers don’t need to be medical experts to provide support – just the ability to understand, believe and trust the challenges employees face and collaborate on solutions. For instance, someone may struggle with focus in a noisy environment — whether that’s due to ADHD, autism, or something else is less important than finding a way to help them work comfortably.
- Have mandatory training and processes
To reduce stigma, education is essential. Many misconceptions and fears around neurodivergence and disability exist simply because of unfamiliarity. By providing education tailored to an individual and their role, employers can create a more inclusive and supportive environment. For example, a manager may require training related to a specific condition disclosed by someone they line manage, or blanket training on reasonable adjustments could be provided to HR.
- Make adjustments the norm
If adjustments are seen as ‘special treatment’, employees may hesitate to ask for them. Instead, normalise adjustments by offering flexible working options for everybody. This benefits the entire workforce and removes the fear of standing out.
Adjustments can be simple yet transformative, such as flexible working locations, flexible deadlines, noise-cancelling headphones, or varied communication methods. When these options are available to everyone, employees are more likely to use them without fear of judgement, feeling safe to discuss their preferred ways of working.
By creating environments where everybody can thrive in the ways that work for them, regardless of medical conditions, disabilities, or labels employers can unlock the full potential of their workforce.
If you don’t know, you can’t help. It’s time to think differently about people who think differently – neurodiversity affects us all.
Leanne Maskell is the founder and director of ADHD coaching company ADHD Works, creators of the first ever AuDHD coaching course, and the author of ADHD an A-Z and ADHD Works at Work
