Neurodiversity At Work: The Role Of Occupational Health

Consultant Psychiatrist DR. DENZEL MITCHELL

OH Consultant DR. SIMON CLIFT

We’ve had a spike of enquiries about neurodiversity lately. And so in a recent webinar two of our team explored how HR, leaders and managers can best support neurodiverse people to resolve workplace challenges and unlock unique strengths. Here’s some of what they shared.

In a sense, everyone is neurodiverse. Neurodiversity simply describes how our brains function and how we engage with the world around us. But the term is typically used to describe those whose functions differ to an extent that their daily functioning is significantly impacted. In the UK, for example, it is estimated that 1 in 7 people is neurodivergent.

The world has not yet really accommodated these diverse functions. The dissonance between a neurodiverse person and their environment can lead to: burnout; not feeling ‘good enough’; feeling vulnerable in social situations; eating issues; anxiety; depression; and in very rare cases psychosis, self harm or addictive behaviours. 

Common challenges faced by neurodivergent people at work are as follows: concentration/memory issues; poor time management; communication difficulties (both written and verbal); stress and other intense emotions. They may encounter difficulties in career progress, performance issues, interpersonal conflict, and they may be more likely to change jobs.

Neurodiversity has benefits too. Some of the greatest minds are said to have been neurodiverse, from Albert Einstein, Sir Isaac Newton and Charles Darwin to some of the most successful entrepreneurs. We explored this helpful chart, which describes the traits associated with different neurodiverse conditions, including Autism spectrum disorder (ASD), Attention-deficit hyperactivity disorder (ADHD), Dyspraxia and Dyslexia.

Assessing neurodiversity involves both formal clinical diagnosis and self-identification. Each has its pros and cons. A clinical diagnosis (via questionnaires, observations and interviews) offers a more comprehensive exploration, but by putting a range of people into a diagnostic box we risk disregarding each person’s stories and experiences. On the other hand, self-diagnosis tools like the Adult ADHD Rating Scale can provide helpful insights, but lack professional validation. The key is to balance the two, so that support matches actual needs.

There are a range of treatment interventions available. Medication can sometimes be prescribed to manage symptoms. Counselling or Coaching can help people navigate their neurodiversity, and any emotional issues that they may struggle with. Or the focus can be on making changes to daily life, through plans, training or workplace interventions (more on that below).

In the UK employers must not discriminate against neurodivergent employees over performance issues. Before using a formal performance, conduct or capability procedure, an employer must make sure they’ve done all they reasonably can to support an employee. 

Adjustments need to be reasonable for both employer and employee, and how far a employer is expected to go will depend on the size and nature of the organisation. Some of the most common adjustments include: flexible place of work & working hours; a ‘do not disturb sign’ or noise cancelling headphones; written as well as verbal instructions; assistive technology e.g. mind-mapping or speech-to-text software; brief periods of time out during the working day to prevent emotional overload. Here’s a great worksheet to help you consider what is classed as reasonable for you or a team member.

Adopt supportive measures for all employees. Setting clear expectations for what you expect of each person in their role is perhaps a given. But it can be really helpful to use a tool like the How to work with me questionnaire, to explore each person’s working needs and preferences in the workplace, and to create a more supportive environment accordingly. Another helpful tool is the Genius Finder, which helps people learn more about their strengths and weaknesses. 

Support your managers to have conversations about these issues. They are well placed to understand the needs of individual staff members, and to equip them to succeed. We can help you think about which training courses might be appropriate, such as this one on nurturing relationships in a team and this one on having important conversations.

Consider your work environment. It is easy to underestimate the importance of sensory stimuli to a person’s experience at work. Too much noise, poor lighting, smells, clutter. Managing sensory stimuli like this can make a huge difference to staff experience. Working from home will be exactly what some people need in order to manage their wellbeing, but others will benefit from the routine and structure of the workplace – clear structures and routines can create a secure environment. 

Organisations tend to seek Occupational Health support too late in the process. It would be better if we were contacted sooner, before people reach a crisis point. This might mean the adjustments required are easier to make, and the costs incurred to the organisation are smaller. And so our advice is, don’t delay. 

Some people in the humanitarian sector struggle to balance their operational needs with their desire to support neurodiverse people. Health and safety is paramount in high-risk work, and workplace adjustments for neurodiverse individuals must not compromise this. And yet many of the ‘off the shelf’ neurodiversity resources tend to focus on office-based roles. People in sectors like this need to get together and think imaginatively about solving these challenges. If you’d like our input into these conversations then please do get in touch.

Click to explore an Occupational Health Assessment or an ADHD Treatment & Assessment with us, and if you have questions then get in touch.