More than half of neurodivergent employees don’t feel that their organisation (52%) or team (54%) is open or supportive enough to discuss neurodiversity, research by the CIPD revealed.
The survey, conducted in collaboration with the corporate neurodiversity inclusion training provider Uptimize, also uncovered that one in five neurodivergent employees have experienced harassment or discrimination at work because of their neurodivergence.
Further, 31% of neurodivergent employees have not told their line manager or HR representative about their neurodivergence due to concerns about people making assumptions based on stereotypes (37%) and because they do not think that their organisation would be understanding or offer support (18%).
Just 37% of neurodivergent employees felt that their organisation provided meaningful support to neurodiverse individuals. A third (33%) indicated that their experience at work had a negative impact on their mental wellbeing.
Mark Charlesworth, managing director of neuroinclusion consultancy Neurotide, told HR magazine that employers should act quickly on complaints of harassment and discrimination against neurodiverse employees to build trust and encourage individuals to share their condition.
He added that employers could make their culture neuroinclusive by learning about different conditions and the experiences of neurodiverse people in the workplace.
He said: “Employers should find out where the hidden barriers and tripwires are that are limiting neurodiverse people within the employee lifecycle, including applying, staying and getting promoted.
“Ensure that a neurodiverse person is asked about, and supported in, achieving their best, whatever that may be. This ensures that a role is moulded to the individual.”
Michael Hall, CEO of DEI consultancy eQS Group, agreed that employers should consider all of the barriers to inclusion that neurodivergent employees might face, from recruitment onwards.
Speaking to HR magazine, he said: “This starts from using clear and direct language in job listings, using accessible formats for content provided in the recruitment process and then providing a list of adjustments available during the onboarding process.”
Hall noted that this would ensure employees receive the individual support they need from the start, enabling them to achieve their best in their role in the long run.
He added: “Aside from adjustments, it is also important that the wider team receives neurodiversity awareness training.
“This can improve understanding and empathy but can also provide practical, actionable tips to improve an inclusive team culture and promote positive collaborative working practices.”
