Neurodiversity@Work Playbook : simplebooklet.com

Overview ABOUT THIS PLAYBOOK In an innovation economy every organisation is looking for competitive advantage However shortages of skilled employees professionals poses a huge threat to growth and sustainability Survival therefore relies on building diverse workforces where everyone is able to bring their own unique talents to the table Where talents can be brought together to innovate and create the future The corporate world for a long time has embraced the diversity agenda and while there is still some way to go target figures with respect to visible differences such as race and gender are becoming increasingly closer The language of diversity is therefore becoming an accepted part of organisational discipline governance and brand Given that between 10 15 of the UK population is neurodivergent in some way it is vital that organisations quickly understand how they can tap into the unique talents of this population However there is still very little understanding of neurodiversity and the danger is that if organisations approachneurodiversity as they have race and gender for example they will fall dangerously short Neurodiversity is not always visible Sometimes it is diagnosed has a label and sometimes it isn t 2 There are issues of disclosure and nondisclosure There are also unclear boundaries between neurodivergent and neurotypical It is a complex sometimes contentious issue But some facts are very clear from research Neurodiversity presents an opportunity to bring diverse fresh thinking into the world To bring together groups of individuals whose unique talents form innovating power houses Many employers simply do not know how to get started so this playbook is a practical guide to help organisations in taking the first steps towards building a neurodiverse workforce It isn t as difficult as you might think and the reward will far outweigh the effort you put in We recognise that when it comes to neurodivergent conditions individuals have different preferences as to how they prefer to describe themselves For example some prefer person first language such as person with autism person with ADHD or identity first language such as autistic or ADHDer Throughout this guide we have varied the language we use and are not proposing that one way is better than another It is an entirely personal choice and in working with neurodivergent individuals it is recommended that you ask them about their preference For inclusion purposes we have also used they as the gender neutral pronoun 2020 Belonging Work All Rights Reserved

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Organisations must innovate or die Bill Gates The link between innovation and diversity has transformed the diversity and inclusion agenda Previously the agenda focused mainly on innate visible differences such as race and gender and though we still have a long way to go much progress has been made in both these areas over the past twenty years Then the focus changed as research showed that organisations and teams with both innate and acquired eg education age migration individual diversity out innovate and outperform others In fact one study found that companies with above average total diversity had both 19 points higher innovation revenues and 9 points higher EBITmargins than those where there was less diversity And as we are living in an innovation economy this has pushed diversity high up organisational agendas The positive influence of diversity on innovation and problem solving as described above is believed to be due to the concept of informational diversity Diversity increases the breadth of information available for creative problemsolving Neurodiversity brings with it an added dimension in this respect The unique aspect about neurodivergent individuals is that they think differently So when included in diverse teams it is not just the informational diversity that gives a competitive edge it is the way in which the team as a whole is enabled to think differently about the information available A growing number of organisations are starting to embrace neurodiversity changing culture and practices to accommodate and support difference Many have found that in doing so they are able to capitalise on the skills of ALL employees 4 2020 Belonging Work All Rights Reserved

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We need to admit that there is no standard brain Thomas Armstrong The Power of Neurodiversity Neurodiversity describes the natural range of differences in human brain function including autism dyspraxia dyslexia and attention deficit hyperactivity disorder ADHD Considering these differences as natural variations in the human genome is in contrast to most research over the past century which treated variations as disorders or illnesses As a result until recently there has generally been a poor understanding of people who are neurodivergent and as a consequence their opportunities and potential have been limited This has come at a cost to organisations and societies as well as to those individuals affected The term neurodiversity was first coined by Judy Singer and described in her book Neurodiversity the birth of an idea Here Singer explored the need for a Neurodiversity Movement and a greater understanding of autism and identity following her own diagnosis and that of her daughter Singer writes from a social constructionist view of disability which means understanding disability in terms of how society is organised rather than by an individual s impairment or difference By thinking about neurodiversity in this way and particularly within the workplace we can see how standard practices may prevent individuals from using their talents to the best of their ability Approximately 15 of the UK population are believed to be neurodivergent How many would that be in your organisation 5 2020 Belonging Work All Rights Reserved

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From each according to their ability to each according to their need Judy Singer Neurodiversity Pioneer However consider how some of the greatest achievers of our time are neurodivergent Artists musicians actors athletes writers business tycoons and directors Whether dyslexia ADHD or autism there is one thing they all appear to be united on their neurodivergence has played a great part in making them who they are Our brains are as unique as our fingerprints Neurodiversity doesn t stop with diagnosed conditions It s a continuum We are ALL different Some differences are small and conform to what we may call neurotypical while other differences may require greater levels of accommodation We each have our own unique talents and the incredible individual talents of neurodivergent people has largely gone unnoticed in mainstream society A word of caution We will be looking at some of the common traits for each of these thinking styles as well as some of the considerations and opportunities that may present in the workplace However we should always be mindful of the fact that each of these thinking styles can present in very different ways Care should be taken not to stereotype which can hinder workplace inclusion In addition many traits of neurodivergent individuals are present in neurotypical individuals and given neurodiversity is on a continuum there isn t always a clear delineation between the two We should bear in mind that some people are undiagnosed and may prefer to stay that way Therefore labelling is not always useful Please note that we have focused on only the four most prominent conditions but there are many more which may also need accommodations Did you know An individual s neurodivergence may be classed as a disability under the EQUALITY ACT 2010 and therefore as an employer you may be legally obliged to make reasonable adjustments 6 2020 Belonging Work All Rights Reserved

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AUTISM KEY FACTS Autism is a lifelong neurodevelopmental condition that affects how people perceive the world and interact with others They think differently and bring a unique set of talents to the workplace Number of people in the UK affected by autism 700k People with autism may have difficulties with social communication and interaction and have restricted repetitive patterns of behaviour interests and activities Although there are characteristics that people with autism share as a spectrum condition people experience and are affected by autism in many different ways 7

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If you ve met one person with autism you ve met one person with autism Dr Stephen Shore People with autism think experience and perceive the world in a different way They think differently and this can be a major strength While there are some situations or environments that can be challenging removing obstacles and accommodating differences can allow employees with autism to bring their unique talents to the table Many people with autism are noted for strengths such as Are often exceptionally honest Have deep passions and intense interests Can be very detail oriented May have a very good memory Rarely have hidden agendas Are typically punctual and follow a schedule Often rule bound will not break laws Can be especially gifted in one or more subjects May be very good at visual thinking MASKING Alistair a management consultant realised he was autistic in adulthood 2 8m The number of people in the UK whose daily lives are affected by autism including parents and carers Many people with autism will mask their autism traits to feel accepted This is very stressful and exhausting Therefore in environments where there is good understanding of autism people feel less stressed and are able to perform at their best 8 2020 Belonging Work All Rights Reserved

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Getting the best out of colleagues with autism Creating an environment where colleagues with autism can thrive Bringing out the best in colleagues with autism and creating an environment where they can thrive may require small adjustments to the physical environment as well as flexibility in management practices and education for colleagues Some of these might include Use clear and concise language in all communications and encourage others to do the same Avoid sarcasm or hidden meaning Provide a clear weekly schedule where routine is maintained as much as possible Give notice of meetings well in advance and provide the proposed agenda to avoid any anxiety Train buddies in understanding autism to help particularly in times of anxiety or with meltdowns Allow adjusted working hours where appropriate to avoid anxiety travelling at peak times Use a traffic light system so that the colleague can let the manager know how they are feeling each day Consider appointing a coach to help with onboarding and to help develop coping mechanisms as the colleague adjusts to the environment Desk space colleagues should be permitted to sit at a desk that is suitable to their individual sensory requirements Lighting Fluorescent or harsh lighting can hurt the eyes of an autistic person Consider soft or adjustable lighting Quiet space allow colleagues to book out meeting rooms or work from home when they feel they need a quiet space Headphones allow colleagues to wear headphones to block out external noise Dark glasses some colleagues may want to wear dark glasses to block out visual distractions screen filters also help with glare Scents some colleagues may be affected by perfumes or food smells so adjustments should be made to respect this 9 2020 Belonging Work All Rights Reserved

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It s not fun having this noticeable impairment but it allows me to make leaps of logic and think outside of the box Rory Bremner Comedian ADHD is a strongly hereditary condition which while existing since childhood is increasingly being diagnosed in adulthood It may be observed as lack of organisation impulsive behaviour emotional sensitivity difficulty with concentration or hyperactivity Understanding of the condition has increased over recent years and many people with ADHD are noted for having strengths such as Ability to hyperfocus on things they are interested in Willingness to take risks Spontaneous and flexible Good in a crisis Creative ideas thinking outside box Often optimistic Being motivated by short term deadlines working in sprints rather than marathons ADHD has been the subject of stereotyping related to excuses for naughty children The narrative has changed as research has shown that there are structural and chemical differences in the ADHD brain 2020 Belonging Work All Rights Reserved 11

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Getting the best out of colleagues with autism Creating an environment where colleagues with ADHD can thrive Bringing out the best in colleagues with ADHD and creating an environment where they can thrive requires a good understanding of the condition support from colleagues and as flexibility in management practices Some of these might include Break down tasks into clear bite size steps If necessary allow employees to delegate noncore aspects of the job which they find particularly difficult to complete Give instructions and meeting notes in writing rather than just verbally Be aware of heightened emotions and give feedback sensitively be careful with language such as over reacting or dramatic Make sure regular breaks are scheduled in long meetings or work tasks Where possible allow colleagues with ADHD space to create and find their own solutions rather than providing strict instructions Operate a buddy system and consider appointing a coach to help with organisation time management and to manage anxiety 12 Desk space colleagues may struggle in open plan offices so provide own space if possible with reduced level of distraction Time Provide visible clocks encourage use of alarms and timers Screens Provide larger computer screens so everything is visible as this reduces burden on memory Headphones Allow colleagues to wear headphones to block out external noise which can be distracting Technology Explore technology which may help such as mindmapping software Visual reminders Provide wall charts for routines checklists postit notes for reminders and encourage the use of lists

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DYSLEXIA KEY FACTS Dyslexia is a condition that primarily affects the skills involved in accurate and fluent word reading and spelling Dyslexics process the world in a unique way Number of people in the UK thought to be affected by dyslexia 1 in 10 Characteristic features of dyslexia are difficulties in phonological awareness verbal memory and verbal processing speed Dyslexia occurs across the range of intellectual abilities and is best thought of as a continuum not a distinct category as there are no clear cut off points 13

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Dyslexia is not a pigeonhole to say you can t do anything It is an opportunity and a possibility to learn differently Her Royal Highness Princess Beatrice Elizabeth Mary of York Understanding of dyslexia has until recent years been generally poor leading to an over simplified perception of the condition and unhelpful stereotypes As understanding increases and awareness grows many people are now being diagnosed in adulthood Luckily appreciation of the erratic skills profile of dyslexic employees is growing which with reasonable adjustments is allowing more dyslexics to bring their unique talents to the table Many people with dyslexia are noted for strengths such as Communication and engaging story telling Seeing the big picture and understanding how complex systems fit together Jack is dyslexic and teaches english to children in China Finding creative and innovative ways to solve a problem Strong intuitive decision making Did you know 50 of people with dyslexia are left handed 50 of people with dyslexia are right handed BUT only 11 of the total population is left handed Those with dyslexia use only the right side of the brain to process language while non dyslexics use three areas on the left side of the brain to process language Children have a 50 chance of having dyslexia if one parent has it And a 100 chance if both parents have it 14 2020 Belonging Work All Rights Reserved

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Getting the best out of colleagues with autism Creating an environment where colleagues with dyslexia can thrive Bringing out the best in colleagues with dyslexia and creating an environment where they can thrive may require small adjustments to the physical environment as well as flexibility in management practices and education for colleagues Some of these might include Avoid email and meeting overload Forgive typos memory lapses and zoning out Provide clear written and verbal instructions Communicate instructions slowly and clearly in a quiet location Always check understanding Be aware of everyday things that dyslexic employees may find difficult or stressful such as being given directions to go somewhere new for the first time remembering people s names or coping with interruptions Have regular check ins to help with organisation to check the employee is coping with workload and to check if any further adjustments need to be made Assign a buddy to support the employee and consider appointing a coach Desk space Colleagues should be provided with a quiet working space away from distractions Whiteboards Use whiteboards to help with visioning Screens Provide computer screens with a coloured background to documents Documentation Follow guidance on formatting such as use of bullet points spacing between paragraphs and not using italics Reading pens Reading pens can speed up the time it takes for a colleague to read documentation Technology Provide technologies that help individuals to perform at their best such as mindmapping software dictation tools 15 2020 Belonging Work All Rights Reserved

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DYSPRAXIA KEY FACTS 16 Dyspraxia is a neurodevelopmental condition that affects motor co ordination Number of people in the UK affected by dyspraxia is thought to be up to 1 in 10 Dyspraxia is a result of the way the brain processes information and some dyspraxic people struggle with sensory environments too Dyspraxia is not just a motor disorder however and some of the hidden difficulties associated with the condition include poor organisation processing speed and time management

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We are the creators the innovators And dyspraxic people are fun to be around because we do see things in a different way British politician Emma Lewell Buck Dyspraxia was previously believed to be a childhood condition but there is now growing evidence that difficulties associated with dyspraxia continue into adulthood in many cases It affects both gross and fine motor skills and can cause other difficulties such as problems with organisation memory communication and sensory issues However many people with dyspraxia are noted for strengths such as Christian a Career Coach is dyspraxic Tenacity and determination Creative skills Original thinking Foreign languages Music 6 to 12 Boys are more likely than girls to be diagnosed The age at which most children are diagnosed Dyspraxia appears to be a hereditary condition Can be misdiagnosed as ADHD or other conditions 17 2020 Belonging Work All Rights Reserved

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Getting the best out of colleagues with autism Creating an environment where colleagues with dyspraxia can thrive Bringing out the best in colleagues with dyspraxia and creating an environment where they can thrive may require small adjustments to the physical environment as well as flexibility in management practices and education for colleagues Some of these might include Employees who have dyspraxia respond well to routines They benefit from provision of a structured timetable and the opportunity for training in timemanagement People with dyspraxia should be encouraged to break down their work into manageable chunks and to use different coloured folders for different tasks to help with organisation Operate a buddy system where buddies are trained in understanding dyspraxia If employees with dyspraxia use machines such as fax machines and photocopiers keep a list of the operating procedures nearby Allowing regular breaks can improve productivity Consider appointing a coach to help with onboarding and to help develop coping mechanisms as the colleague adjusts to the environment Desk space position desk or working space where there is little distraction In open plan offices use desk partitions Sensory Where there are sensory issues allow the individual to have a quiet working area with suitable lighting Instructions provide clear written instructions and always check for understanding where instructions are given verbally Headphones allow colleagues to wear headphones to block out external noise Keyboards ergonomic key boards can be useful as can adjustments to the mouse and keyboard shortcuts Equipment be aware of equipment the colleague may struggle with and look for alternatives 18 2020 Belonging Work All Rights Reserved

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Equal Opportunities Policy Neuro inclusion requires consideration of the entire employee lifecycle In order to implement neuro inclusion best practice you should consider the entire employee lifecycle as well as developing or making adjustments to existing Equal Opportunity policies In addition you should consider what other initiatives such as training for managers will support the performance and well being of neurodivergent employees Despite growing awareness of the issue only 10 of employers are known to address neurodiversity in their corporate policies either through their equality and diversity policy or through a stand alone neurodiversity policy There are clear advantages to putting in place a neurodiversity policy It provides a well understood framework for both management and workers to follow when discussing such issues as capability proceedings and disclosures of neurodivergent conditions It also helps employers to show that they have taken reasonable steps to prevent discrimination harassment and victimisation MANAGING PERFORMANCE EXITING ATTRACTION RECRUITMENT DEVELOPMENT CAREER PROGRESSION ON BOARDING INDUCTION 19 2020 Belonging Work All Rights Reserved

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Choose the interview locations carefully checking for things such as distractions and whether lighting is suitable for sensory issues Attraction and Recruitment The employee lifecycle should begin with an employee brand that explicitly supports neuro inclusion To attract neurodivergent employees they need to feel confident that the recruitment process will accommodate their needs and that they won t be discriminated against Remember that not all neurodivergent people feel comfortable about disclosing their conditions and therefore it is good practice to consider adjustments to standard procedures in the recruitment process Checklist Check your job descriptions There has been a tendency over the last few years for job descriptions to favour generalists sometimes unrealistically so Ensure that only key responsibilities for a role are included and that HR and management are specific about what talents they are looking for This might encourage neurodivergent candidates to apply Ask candidates how they would like to be contacted if shortlisted for a role as different conditions may prefer different methods of communication Consider the tests you will use in the interview process and how they will be administered Ensure that all tests are absolutely critical for the role Psychometric tests are not appropriate Consider having a more informal structure to the interview process When sending out the invitation to interview let the candidate know what they can expect from the interview For example if there will be any tests how many people will be there a broad overview of the subjects that will be covered in the interviews and how long it will last Also ask if they would like any reasonable adjustments for the interview Ensure details on the invitation regarding date time and venue are clear Provide HR training on neurodiversity and interviewing for inclusion Consider having an expert present where there is a disclosed condition to facilitate the interview If the candidate is unsuccessful ensure there is no delay in providing clear feedback which could help them in the future 20 2020 Belonging Work All Rights Reserved

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Are there any adjustments to the role and responsibilities required On boarding and Induction The first days in a new role can cause anxiety for most people but particularly so for neurodivergent employees Getting it right at the start can make a big difference to engagement and performance going forward Remember that not everyone is comfortable with disclosure or maybe they haven t had a diagnosis despite knowing they have certain limitations Making it known that adjustments are available will make people more comfortable about making a request The process regarding reasonable adjustments should also be followed if an individual discloses or is diagnosed with a neurodivergent condition during employment Needs should be reviewed on a regular basis Checklist Prior to employment starting arrange a meeting to understand their condition how it affects their work and some of the specific needs the individual may have Do they need adjustments to the work schedule What adjustments to the working environment will support the employee Consider bringing in an external agency to do a workplace assessment What technological support would help Would they be happy with the rest of the team knowing about their condition It is good practice in an inclusive culture to ask similar questions to all employees This increases engagement can reduce mental health problems and ensures that everyone is able to use their talents to the maximum potential If your organisation is large enough create neurodiversity networks connecting people who have similar conditions Assign a specially trained buddy and mentor from day one or ideally prior to joining The buddy should be charged with helping the individual to understand some of the more informal practices of the business such as Where do people get their lunch Where is the stationery stored Do people take breaks Encourage the employee to open up to the buddy so that they can be on hand for particularly anxious times or when the employee has a meltdown 21 2020 Belonging Work All Rights Reserved

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Make cards available for neurodivergent employees particularly autistic employees that explain the condition advice on what to do in a meltdown and the buddy s contact details Assign a coach during the induction period Ensure the coaches are from a faculty that specialises in coaching neurodivergent people Ask the individual prior to joining whether they are happy to join group induction sessions For some this sort of situation designed around socialising and ice breakers can simply be too much If they are not provide a tailored one to one induction programme Try to provide organisation information covered in the induction process prior to the individual joining so that anxiety is reduced and they have time to absorb it before joining Encourage managers to sit down with the individual early on to discuss how they can work best together and how they can provide the best support Discuss how often they should checkin how best they should communicate with one another and how the manager can help in other ways to reduce anxiety and support maximum performance 22 My name is Jenny Hossen and I m a Project Manager at Heathrow Airport I have a Masters in Environment Policy and Society from Open University and just achieved my APMQ and associate member of APM I was diagnosed with Dyslexia when I was at primary school and have very recently realised I also have ADHD my son was diagnosed 18 months ago and everything just fitted in to place I m currently working with ADHD Foundation Dr Tony Lloyd and Heathrow are going to be the first Umberlla installation an education programme designed to raise awareness of neurodiversity in the South But the important thing for me is the legacy of this piece Myself and some others who are part of the HAND Heathrow disability steering group are pushing the Neurodiversity agenda wider than just Heathrow but to all our suppliers airlines etc through the Heathrow Academy 2020 Belonging Work All Rights Reserved

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Ensure e learning programmes are accessible and appropriate for all conditions or have alternative ways to be delivered Development and Career Progression Many neurodivergent employees feel that when there is poor understanding of their conditions development and career progression is significantly impacted Career progression can enable neurodivergent employees to shine in areas which make better use of their capabilities as junior roles tend to expect individuals to be good at a wide range of tasks Therefore it is important that development and progression are supported and encouraged Provide appropriate coaches for those with disclosed conditions and those who may be experiencing associated difficulties As well as helping with their development it can also help with things such as low confidence which could hold them back Develop a mentoring programme and assign appropriate mentors to support individual progression Look at career paths and consider how they could be more neuroinclusive Consider the impact of additional responsibilities such as line managing others which some people may find difficult Support for parents Checklist Train managers to understand neurodiversity and how to manage people with different conditions This will ensure that they understand the limitations and provide suitable opportunities for neurodivergent employees to develop and progress Consider a training programme for managers to help them to adopt an appropriate coaching style that will help individuals to grow in confidence Ensure the training learning and development teams are trained to understand neurodiversity so that they can adapt interventions to the needs of different conditions There will be many employees in your organisation who may not be neurodivergent themselves but whose day to day lives are affected by it For examples parents with children who are neurodivergent or are carers to neurodivergent relatives Ensure support and flexibility where it is needed is extended to this group of employees Consider developing a network where they can support one another and provide lists of resources that may help 23 2020 Belonging Work All Rights Reserved

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Managing Performance Exiting Managing Performance Problems with under performance amongst employees with neurological conditions are most likely to arise where managers were not aware of their condition or where the person s job role changed If a manager is aware a team member is neurodivergent it should be easier to provide the support they need to perform as the organisation requires On some occasions even with adjustments in place a team member s performance or conduct like any employee may warrant further action Checklist Managers should always try to resolve performance issues by having an informal conversation with the employee Sorting things out at an early stage can stop problems from becoming serious and remove the need to make a formal complaint It is important when addressing performance issues to clearly communicate both the individual s strengths and weaknesses 24 When discussing concerns or problems with a neurodivergent team member a manager should be sensitive and consider if they need guiding towards a particular resolution or would want to have an input into finding an appropriate solution themselves Where the matter cannot be resolved informally a manager should consider seeking expert opinions whether additional adjustments or further support may improve performance or conduct whether other duties or a transfer to different role may be appropriate and available If you have to instigate formal proceedings then ensure that there is someone who has a clear understanding of neurodiversity available to the individual and who is present at all meetings Clearly communicate to an employee if they are no longer being performance managed if a condition had been identified during performance management procedures This is to prevent them resigning before support can be embedded in the workplace Neurodivergent employees should also be given a sufficient amount of time to get used to adjustments before any further performance management is initiated 2020 Belonging Work All Rights Reserved

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Exiting Neurodivergent employees require greater support when exiting an organisation regardless of the reasons for departure Different conditions will have different needs but it is important in all circumstances to look after the self esteem and mental health of these individuals beyond their role in the organisation Checklist Some neurodivergent employees may require additional support during the consultation period prior to redundancies as the uncertainty can cause anxiety Create a support web that includes the individual s buddy coach manager and HR If you have a neurodiversity buddy programme provide additional training to help them to support their buddies during this time If the employee has a coach increase sessions during consultation and exit Consider continuing the contract with the coach for a period after employment has ended to help with the transition Provide outplacement services from external agencies who understand neurodiversity Ensure that all communication regarding any process that could or will end in the individual exiting is clear and unambiguous Always check for understanding and let the individual know what support is available as well as how to access it 25 2020 Belonging Work All Rights Reserved

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In this section we will look at initiatives outside of the process and practice changes within the employee lifecycle which will support and facilitate the success of your neuro inclusion programme Neuro Inclusion initiatives must be supported by education and ultimately a cultural shift The social theory of disability suggests that it is how the world is organised that causes problems not the actual impairment or condition itself Neuro inclusion programmes seek to remove some of the obstacles that exist in organisations which prevent neurodivergent employees to perform to the best of their ability However changing process practice and policy will only go so far in terms of inclusion Initiatives must be supported by education and ultimately a cultural shift Charlie is autistic and is an HRD Systems Analyst at The Law Society She also holds events at work to increase awareness and understanding of neurodiversity A thought There is clearly a need morally legally and commercially to ensure the specific needs of neurodivergent employees are accommodated But what if we widened this out to all employees Imagine if organisations were structured and led in such a way that all individuals were able to perform to the best of their ability Imagine if individual differences were as far as practically possible met to ensure that all talent is maximised We would surely have more engaged productive workforces where there is greater innovation and creative decision making If you build your inclusive culture around this theory you will find that the changes you have made to accommodate neurodiversity will ultimately have an impact on the overall performance of all 26

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Developing Advocacy As with most programmes without support and advocacy at the top of the organisation your neuro inclusion programme is doomed to fail It is critical that the senior team and senior leadership are aligned around the objectives key messages and core initiatives of the programme Build the business case Section 3 of this playbook gives guidance on building the business case It is critical that in following this guidance you align the case to the organisation s strategy and values Use language that is familiar and will make the senior team want to listen Include examples from other organisations similar to yours if possible which demonstrate success and competitive advantage Present the business case Prior to presenting the business case ensure you warm up your audience in the invitation or accompanying documentation Some ideas to help Provide insight What is neurodiversity and why is it important It may be an entirely new concept to some people No surprises Give a very short overview of the scope of the proposed programme Plant an advocate Find a friendly ally on the team and share the business case with them prior to the presentation This way you can get feedback from the team s perspective and make appropriate amends In addition you will have some friendly support in the room Identify sponsors Ensure you have a keen committed sponsor preferably from the top team This should be someone who is passionate about and has a good understanding of neurodiversity Present the programme Before the programme launch ensure you present the detail to the senior team so they understand what will be happening across the organisation Consider proposing a Neurodiversity workshop for the top team at their next away day to increase their awareness and understanding of neurodivergent conditions Programme launch It is important to have a high profile positive launch to the programme so that everyone is aware of what is happening and why This should be fronted ideally by the CEO and sponsors Keep it on the agenda Make sure you keep the senior team informed of progress issues and most importantly successes Look for quick wins early on in the programme to ensure they remain committed 27

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Celebrating Difference Education for All Education Education is critical in developing a neuroinclusive culture Without education other employees may apply inappropriate stereotypes to employees thus preventing their inclusion and heightening their isolation Education programmes should be positive and focus on how we are all different not just on neurodivergent labels Many individuals have more than one condition which makes labelling complicated and indeed many neurotypical people will have traits seen in neuro divergent conditions so education should focus on appreciating accommodating and bringing the best in all differences Identifying Champions The programme team and the identified champions will essentially be the guiding coaltion for your neuro inclusion programme Invite people at all levels across the organisation to apply to be champions Encourage neurodivergent employees to apply if they feel comfortable and try to ensure you identify a truly diverse team of champions Champions should be given more detailed training on neurodiversity and charged with helping implementation of neuroinclusive initiatives as well as increasing awareness of neurodiversity across the organisation 28 The impact of neurodiversity programmes is often impaired by understanding across the rest of the organisation Not only does increased understanding of neurodiversity support neurodivergent employees but also results in increased acceptance of all differences We recommend a high profile positive launch neurodiversity programme which focuses on celebrating difference This should include education around neurodiversity provided by experts and where possible including neurodivergent speakers

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This might include interviewing techniques performance management discussions and meeting structures In addition it is useful to educate managers on neurodiversity and the law for compliance purposes Identity centred Leadership Traditional models of leadership are not designed to enable differences to be accommodated and individual talents to be recognised Building a neuro inclusive culture requires a rethink of the leadership culture in essence building an entirely new approach Leading Difference There are many inclusive leadership programmes and most take a similar approach which is useful for developing leadership culture that appreciates diversity and inclusion However leading difference means leading differently It means being able to adapt consistently to the needs of every individual whilst maintaining trust of all to facilitate an environment where everyone can use their talents and to foster a culture where difference is valued protected and celebrated Consider rolling out leadership programmes that include the approach to difference as well as the traditional concepts of inclusive leadership Managing Difference As well as leadership development there should be specific development for all managers to ensure procedures that support neurodiversity are implemented Future Leaders The future is unknown and therefore the way future leaders are identified has to change Consider the way this may impact how you identify future leaders In addition include content in any future leader development programmes that develop them as advocates of diverse thinking and to prepare them for leading innovative diverse teams Neurodiversity and Mental Health Many neurodivergent people also suffer from anxiety and depression These are not symptoms of their condition but rather occur due to difficulties they face because of it In fact many people suffer from anxiety and depression before diagnosis only being able to understand it once they understand their neurodivergent condition In the workplace it is wise to have members of staff particularly those who may be in a neurodiversity buddy programme trained in Mental Health First Aid so they can recognise and flag signs of anxiety or depression in neurodivergent employees 29

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Nothing about us without us Why are we doing this Ensuring that the purpose of the programme aligns with your organisational culture values and strategy consider why you are proposing a neuro inclusion programme This may include We are a culture that values and supports equal opportunity employment and accessibility The need for talent where there is a shortage of skills The potential for innovation that neurodiversity brings A desire to make a positive social impact Make sure to reach out to existing neurodivergent employees to ask if and how they would like to be involved It is best to put this out as a general request rather than targeted so that people don t feel obliged to get involved Doing it this way may also provide the opportunity for some employees to disclose their neurodivergence for the first time When people volunteer explain clearly what will be expected of them Diverse organisations tend to attract diverse customers clients Checklist What are our primary reasons for proposing the programme Do these reasons fit with our current strategy Do these reasons reflect our values 31

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Invite people to apply to be neuroinclusion champions Who should be involved Developing a neuro inclusive culture requires support and commitment from all levels within the business The first step is to create a guiding coalition of internal and external partners to plan and drive the programme Internal Partners The first step is securing commitment and advocacy from the senior team by delivering a clear business case Identify a senior sponsor preferably someone who has a good understanding of and is passionate about neuro inclusion Identify who will own the programme and who will be the programme leader Who else could be involved Try to get a cross section from all levels within the organisation Checklist Identify partners in relevant internal units such as D I Legal and HR External Partners Reach out to organisations who have successfully implemented neuro inclusion programmes to understand lessons they have learned through the process Connect with a consultancy who specialises in neurodiversity to see where they could be involved in developing delivering and sustaining the programme Partner with a recruitment agent who specialises in recruiting neurodivergent individuals such as Evenbreak co uk Connect with universities or local colleges to see how you could work together to bring talent into the workplace There are numerous community agencies who can provide you with a wealth of resources Do we have genuine commitment from the senior team Have we identified a suitable sponsor Who owns the programme and who will lead it Who will we partner with externally 32

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The business case should include How to build the business case What is the value proposition of our programme What evidence is there to support the case Value Proposition Social Impact Social impact is high on the agenda of many organisations these days Thankfully the new focus on social impact appears to have greater substance than the previous Corporate Social Responsibility efforts and many organisations are passionate about making a genuine difference Evidence shows that graduate level recruits are much more likely than the previous generation to choose an employer who makes a positive contribution to society Approximately 15 of the UK population is considered to be neurodivergent in some way and many of these people find it difficult to find and stay in employment Very often those that are employed find that their specific needs are not accommodated and will self select out This has an impact on self esteem which exacerbates both anxiety and depression which often present alongside an individual s neurodivergence What are the costs and ROI Employment itself is core to an individual s life providing financial emotional and health advantages Benefits include Providing a means to independent living Offering an opportunity to pursue interests and improve cognitive performance Offering a key way for individuals to contribute to society Providing a way to meet the need for inclusion and belonging Highlighting and providing education around neurodiversity within organisations also helps some individuals to understand themselves better Employees who have faced difficulties in the past may suspect they are neurodivergent and seek help while others who have previously not disclosed their diverse thinking style may have more confidence to come forward and do so 33

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Benefits to the organisational culture There are a raft of benefits to culture that have been identified within successful neuro inclusion programmes These include Diversity and inclusion efforts are advanced with the inclusion of neurodiversity and existing diversity and inclusion efforts may be leveraged Neuro inclusion creates and strengthens an inclusive culture which has a positive impact on all employee engagement It has been found that managers who are trained in managing difference tend to become better managers overall eg identifying individual talents and accommodating any needs that will help the employee to use these talents being more inclusive and being more explicit in their communications Strategic Value Neuro inclusive organisations recognise that neurodivergent individuals bring a unique set of talents to the workplace contribute diversity of thought to the workforce and enhance the potential for innovation Without championing neuroinclusion many organisations are missing out on these contributions which are often screened out using traditional 34 Elina has ADHD combined photo which is where both inattention and hyperactivityimpulsivity are present recruitment methods or are losing talent due to lack of support for individual needs Benefits to strategic value include Enhanced diversity which has been proven in research to improve team creativity problem solving ability to meet customer needs and accessibility of products Enhanced employer brand which allows organisations to attract and retain top talent Research has identified that in general neurodivergent individuals demonstrate key characteristics that make them more desirable employees such as creativity innovation productivity and loyalty

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Given the value proposition once you have built the programme consider what success will look like and what will be the KPIs both qualitative and quantitative How and when will you present the KPIs Examples might include Number of disclosed neurodivergent individuals entering the organisation Retention at six months one year and three years Career progression of neurodivergent employees Post onboarding questionnaire Post performance review questionnaires Employee brand perception data What evidence is there to support the case There are many case studies of organisations that have implemented neuro inclusion and including examples of where there has been tangible impact as a result will strengthen your business case JPMorgan for example reports that After three to six months working in the Mortgage Banking Technology division autistic workers were doing the work of people who took three years to ramp up and were even 50 more productive The Umbrella Project run by the ADHD Foundation is designed to increase awareness and understanding of neurodivergent conditions many of which are invisible The project includes installations of coloured umbrellas as seen in a Liverpool street below to represent the neurodiversity umbrella that includes numerous neuro developmental conditions Dr Tony Lloyd CEO of the ADHD Foundation says the Umbrella Project is about reminding adults including parents potential employees and teachers that young people with ADHD and other conditions possess many talents gifts and skills that they could offer the community There are many success stories including Microsoft SAP EY and IBM amongst others 35

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Costs of the programme will be determined post scoping and depending on the size of the organisation overall budget and initial pilot commitment may include Costs ROI 36 Cost Considerations ROI Consulting services While it is entirely feasible for an organisation to implement a programme using only internal resources neurodiversity is a relatively new area and teams may require external guidance Consultants can be valuable for best practices and lessons learned HR D I training HR and D I should be the champions of neuro inclusion and knowledge will be required to help to develop appropriate policies processes and support HR D I become neuro inclusion centres of excellence Inclusive Leadership development If appropriate consider an Inclusive Leadership development programme to ensure neuro inclusion is rolemodelled top down All Inclusion initiatives are improved Management training Delivered either online during a conference or in workshops management training will support implementation of required changes to conduct or process Management training will ensure that identified best practice is understood implemented and sustained All employee training Inclusion initiatives often fail because education is not extended to the whole organisation Neurodiversity is little understood and workshops or company wide lunch sessions as well as access to learning resources can be invaluable Neurodiversity and difference are understood and valued by all

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Cost Considerations ROI Coaching Consider coaching for neurodivergent employees as they join the organisation whenever there is any transition or if the individuals are facing difficulties Dedicated programme staff This may be a later expense in larger Reduces dependency Costs of the programme willthird party be determined organisations if the programme grows on post scoping on the size of and when key employees have and depending consultancy costs organisation overall budget and initial developed specificthe expertise pilot commitment may include Consider costs with respect to These are not onworkspace changes technology and going costs but will other support Consider impact of time be critical to resource during training and how you sustainability of the can keep this to a minimum programme Other costs Allows individuals to get off to a fast start and can prevent time and productivity lost through stress or anxiety Checklist Have we agreed our value proposition Have we identified suitable case studies or evidence Have we identified solid KPIs Have we agreed on the various cost elements of the programme Do we have an approximate budget to propose Have we had feedback on the business case from a senior team member 37

Neurodiversity@Work Playbook

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