Health horizons
Putting awareness into action
Line managers are on the frontline of delivering neuroinclusion in the workplace, yet many feel under-supported and ill-equipped to fulfil this business-critical role.
And research confirms a need for training, resources and top-down leadership to enable these key players to create neuroinclusive teams in the workplace.
The CIPD Neuroinclusion at work report 2024 found that only 23% of the organisations surveyed provide specific guidance on how to manage neurodiverse teams. 1
Only 24% offered line managers training on how best to support neurodivergent team members.
And a mere 18% trained line managers on how best to respond when a job applicant or employee discloses their neurodiversity.
Wider challenges
However, in order for line managers to provide leadership on neurodiversity, organisations should also consider some wider challenges around under-diagnosis and employee willingness to disclose neurodivergence.
Looking at autism specifically, research by the National Autistic Society and University College London suggests that in England alone there are around 750,00 adults with undiagnosed autism.2
Older people and women are the most likely to slip through the diagnostic net with the researchers estimating that nine in ten over-50s with autism have not had a diagnosis.
Another study reported that 80% of women with autism are not diagnosed by the age of 18.3
There are similar challenges around the diagnosis of Attention Deficit Hyperactivity Disorder with fewer than 20% of adults with ADHD are estimated to be accurately diagnosed and treated. 4
Poor awareness
Under-diagnosis among older adults is largely a legacy of a lack of awareness of neurodevelopmental differences during their childhood and formative years.
But in women, there a number of issues at play. “Autism and ADHD symptoms are different in women than they are in men,” explains Dr Alokananda Rudra, a neurodevelopment researcher at Durham University.5
“Women with autism and ADHD may also learn over time how to hide their symptoms from people as a coping mechanism – which may further lead to misdiagnosis or delayed diagnosis.”
Male disorders
She says, “Another major problem is that autism and ADHD are still often seen as ‘male disorders’.”
“While it’s true that both conditions affect a higher proportion of men than women, it also means that the current tools used to diagnose people with these conditions tend not to recognise female symptoms as readily.”
As a result of these misconceptions, and the fact that neurodivergence and poor mental health often overlap, it’s not uncommon for women who are neurodivergent to be diagnosed with issues such as anxiety, depression or a personality disorder.
Tackling stigma
Apart from challenges around diagnosis, there is still a degree of stigma around neurodiversity.
Kate Hinder, Wellbeing Advisory Lead, Business in the Community advises, “It’s important to recognise that because so many neurodivergent people are undiagnosed or unwilling to share their diagnosis, conversations should be honest, non-judgmental and framed around different ways of thinking”.
“Focus on signposting resources, building resilience and the ease of accessing support rather than specific labels and conditions.”
Empowering line managers
Kate adds, “Apart from the legal obligations to avoid discrimination and make reasonable adjustments, many of the measures which support neuroinclusivity and build resilience will deliver across-the-board benefits for teams generally.”
Line managers who are empowered to provide strong leadership will:
Know each member of the team: Effective line managers avoid assumptions and stereotypes about neurodivergence.
They encourage ongoing conversations in order to understand how best to support the unique strengths and challenges of each team member.
Communicate clearly: Some neurodivergent employees struggle to read facial expressions or interpret tone. Some take what is said literally, do not understand metaphors or sarcasm or find it difficult to filter out less important detail.
Use plain and direct language, structure instructions and allow a neurodivergent team member time to process and understand instructions. Be available to answer any questions that arise.
Assign tasks according to individual strengths: An employee with ADHD is likely to perform better in a role with varied responsibilities than one which is repetitive.
Sharing a recording of meetings will reduce the stress of note-taking for employees with dyslexia. Regular breaks, flexible working hours and monitoring workloads and deadlines will also reduce pressure at work.
Signpost and provide supportive technology: Assistive technology and equipment can help to overcome myriad coordination and communication challenges.
These include speech-to-text, text-to-speech and mind-mapping software, dictation tools, task planners and the use of dual screens.
Ensure a comfortable physical environment: Traditional workspaces and open-plan offices were not designed with neurodivergence in mind.
Adjustable lighting, noise cancelling headphones, partitions and room dividers and quiet zones can all help to create a more supportive space and reduce overwhelm.
Promote empathy and understanding: Check in regularly and ensure that neurodivergent employees are comfortable raising concerns without feeling pressured to speak up.
Talk openly about neurodiversity and encourage staff networks and mentoring around personal and career development.
Foster good mental health: Neurodivergence is not a mental health condition, but the two often co-occur which makes neurodivergent employees more vulnerable to stress and anxiety, which can lead to burnout.
Signpost mental health support as well as the opportunity to access assessment for a range of neurodiverse conditions. Ensure team members have the time to attend appointments and enable employees to create a working environment to suit them such as working from home and flexible hours.
Kate says, “Empowering line managers with evidence-based training and resources will reduce absenteeism, build a more resilient workforce and ensure that neurodivergent employees have the opportunity to achieve their full potential.”
“That’s not only the right thing to do morally and legally, it’s also a clear strategy for business success.”
Catch up with our live event to learn more about the challenges and benefits to building neurodiverse teams: Health Horizons | Workplace Events | Bupa UK.
3 https://www.mdpi.com/2227-9067/9/2/272
