Inclusive workplaces

Hello and welcome to this bite size academy module.

I'm Emma Shatliff, manager of the Bupa Academy.

At Bupa, we believe in inclusive health and well being that supports everyone to thrive in the workplace.

In today's session, we'll be discussing neurodiversity and how line managers can support neurodivergent employees in the workplace.

I'm joined today by Dr Naomi Humber, clinical psychologist and head of mental well being at Bupa.

Hi, Naomi. Welcome.

Let's get started with the first question.

What is neurodiversity

Research shows that around one in seven people are neurodivergent.

So for those who don't know, can you explain what neurodiversity means?

Yeah, sure.

So neurodiversity is a term used to describe the wide ranging differences and ways in which our brains work, in which people's brains work.

It can be viewed as, I suppose, the differences between the way we think, the way we behave, the way we process information.

That can all be seen on a sort of spectrum, really.

And we all have strengths within those variations.

So we have different conditions that are common when we talk about neurodiversity.

We've got autism, which affects communication, social interaction and behaviour.

We've got attention deficit hyperactivity disorder, which affects executive functions such as attention and concentration, and behaviour such as impulsivity.

We've got Dyspraxia, which is about physical coordination and difficulties there.

And we've got Dyslexia, which is about difficulty reading or interpreting words, symbols and letters.

Why is it important to support a neurodiverse workplace

And why is it important for organisations to support neurodiverse workplace?

And what are the values of having a neurodiverse workplace?

People who are neurodiverse can have a good knowledge base, they have impressive attention to detail at times, amazing energy levels and real focus in terms of certain tasks that they perform.

They have fantastic creativity as well.

So they bring a lot to an organisation and they're a real asset to the business.

We just need to support them to be able to achieve their full potential.

In terms of the workplace being neurodiverse, having a varied team can mean that they better reflect the broad demographic of the organisation's customer base.

And what that means is they make better decisions and make better investments.

So that is very good for the bottom line.

How managers can support neurodiverse employees

In what ways can line managers better support neurodiverse individuals in the workplace?

So, first of all, it's important to get to know the individual, understand their challenges, their strengths, their skills, their uniqueness, really, and what they can bring to that role in the organisation.

Communicating clearly is really important.

So understanding how you're communicating with people using different modes, whether that's written, verbal, visual forms, thinking about the phrasing that you're using when you discuss things with people, so it might be if you're someone who is quite sarcastic.

People with autism are really literal thinkers, so they might struggle to understand what you're referring to. Hypothetical scenarios, they may struggle there too, and also metaphors, not really understanding what you're trying to convey.

People with attention deficit hyperactivity disorder will struggle to attain when you're describing something in great detail that's quite complex over a period of time.

So it might be that you give them some written instructions that they can take away and refer back to.

Should it be a complex task, thinking about how you assign work and tasks appropriately.

So, for example, someone with autism might like to do the same task on a repeated basis, whereas someone with attention deficit hyperactivity disorder might like to be doing all sorts of different tasks, having a really varied role and type of role. Really being understanding and empathetic with regards to the way you talk to people about their situation.

That goes without saying, really.

But it is important to remember that people can struggle with these conditions too. There can be exclusion at times, whether we like it or not.

And a lot of stigma associated with certain symptoms.

Raising awareness of neurodiversity, then, is really important within the workplace, so really making it something you celebrate in the workplace so that people really understand why it's so good to have people who are neurodiverse within the organisation attracting that sort of talent, but also retaining the talent there too.

Practical adjustments managers can make

Traditional working practises are often designed with a neurotypical society in mind, which can make it difficult for neurodivergent employees to thrive at work.

What are the practical adjustments line managers can make to make sure neurodivergent people feel supported?

So we find that, first of all, open plan offices are a real issue, often for neurodiverse individuals because it's an assault on our senses.

So we've got bright lights, we've got hustle and bustle, we've got people desk sharing and things like that.

So there's a lot of things that go on within a busy office that can go against what someone needs to be productive and successful within an office environment with neurodiverse conditions.

So we think about things such as the lighting, whether we can adjust that lighting at all, whether we can give them death lamps, provide standing desks so that they can move them up and down should they need to be a bit more energetic.

Allowing individuals maybe to work from home if required.

Because sometimes it can be challenging depending on whether those things can be changed at all or not.

Thinking about boxes to help with memory and organisation and any sort of equipment that they would need to be able to support that.

Having a quiet zone or an area where they can go to decompress and just have some downtime because they have often sensory sensitivities when they are neurodivergent and they can get a lot of anxiety and stress if it's not comfortable for them within that workspace.

It might be that there is a need to prevent people from desk sharing.

So hot desking is one thing, so someone with autism, for example, might prefer their desk not to be changed when they go into that desk the next day.

They might like their own place to sit and be sort of reassured by that.

It might be that there is noise cancelling headphones required because the office can't be changed in any way.

Light cancelling glasses, because, as I say, lights can't be changed, allowing them to take regular breaks should they need to, to be able to perform at their best.

And it might be useful to consider supportive equipment such as technology and software, dictation tools, mind mapping software, things like that.

Thank you so much.

That's all for the question today.

I found that really, really interesting and really informative.

So thanks for your time.

Bupa Workplace. Health and Wellbeing Academy.

Supporting transgender individuals: a guide for managers

Hello and welcome to this bite sized Academy module.

In today's session, we'll be discussing how line managers can support transitioning individuals in the workplace.

Let's get started with our first question.

Why is it important for organisations to support transitioning individuals

Research carried out by the Bupa Wellbeing Survey in 2021 found 18% of workers have seen an increase in gender reassignment discrimination in the last year.

So why is it important for organisations to support transitioning individuals in the workplace?

Thank you.

That's a really sobering figure, isn't it?

That 18% of workers have seen an increase in gender reassignment discrimination.

And one of the take home for me is that that isn't necessarily going to be only trans and non-binary individuals, but also their colleagues, their family members, their friends.

And so it's important that if all these people are noticing that increase, that probably is only the tip of the iceberg that's being reported.

And there's probably many more cases that haven't made the figures that we've shared.

Let's perhaps consider more widely the context within which our trans and non-binary colleagues are living within.

We live within a society which has a very polarised and political debate right now around the trans identity, be it women in sports, be it gender neutral bathrooms and things of that nature.

And while those are just a news item or a political story for some of us, day to day, for a trans and non-binary individual, that's their lived reality every single hour, every single day.

I would also say that for some trans and non-binary individuals, their home environments or the families within which they live or the circle of friends they're surrounded by, may not be the most conducive to their well-being either.

And so wouldn't it be lovely if we as an employer and a workplace could create an oasis for them away from the the debates and that polarisation that within society and away from the the hardship they may face in their own personal sphere, outside of that is what we can at least provide for them is a really safe, inclusive, open and progressive workplace to operate within.

So one thing I'd encourage workplaces to do is to literally step in the shoes of somebody who is trans and non-binary, perhaps just take a look around your workplace, look at their, for example, signage on the restrooms.

Look at your policies to see whether they're gendered.

Do you have a maternity leave policy or do you have a parental leave policy?

Because actually some people will not be mothers, they will be fathers or transitioning and identify in different ways and still be able to take up that policy.

And I'd also encourage you to invite the views of those individuals too. Remember, while they're not duty bound to be the spokesperson for their whole community.

They will lend you a really unique and rich perspective on what it is like to be trans and non-binary from their shoes.

And that can be really helpful for you as a manager and as an organisation to take on board.

I'd also say encourage the production of peer support networks within your organisation to do so, encouraging a culture of openness, inclusivity and welcoming can be really positive in a way to drive forward inclusivity for trans and non-binary folk in the workplace.

Challenges for transitioning individuals

So what are some of the challenges that somebody that's transitioning could face in the workplace?

So I think it's important that we recognise that our employees are diverse and their needs will be very varied as well.

And to be mindful of things in the workplace is very important.

I'd say that when it comes to being different in any way, shape or form, there are inherent challenges with that.

So one thing I often do as a manager is put myself in the shoes of somebody who I want to seek the experience of.

Sometimes I walk through a clinic, for example, and imagine if I was somebody who was transgender or non-binary or somebody who was in the process of transitioning.

What would my experience of this workplace be like?

So, for example, when I arrived in the morning on the occasion that I might cycle into work and need to use the changing facilities, I haven't got to think about which changing room I have to use or if I want to go to the washroom.

I haven’t got to think about which washroom I want to use either.

But for a person who is transitioning or non-binary, those are day to day challenges they have to face.

And while your workplace may have individual washrooms or changing facilities for them, just by virtue of them using that, they have to almost help themselves to their colleagues who haven't got to make use of those facilities.

Another thing I was made aware of was this need to constantly out yourself as well.

So in workplaces that are big and complex, like many of the organisations that we work with, individuals not only work with different teams within the organisation and you may have a very supportive culture, but nonetheless these people are still new to these individuals.

You may work with many stakeholders outside of your organisation too, and you have no idea of the culture or the reception that your trans and non-binary staff will receive from those individuals.

And this constant need to have to present themselves to out themselves can be a real challenge that many of us never have to even think twice about.

So it's a really important consideration for us to bear in mind.

I'd also say consider the landscape within which we live and operate as well, both socially and politically.

Often we'll see trans and non-binary individuals being presented in really negative ways in the news.

A recent one has been around trans women in sport, for example, and while I appreciate there's a diversity of opinions there, sometimes it's the trans community which receives the most criticism or flak for that.

And really it's not an issue for them to have to solve, but rather a wider societal issue for us to have to have a debate around.

And so considering not just what happens within your workplace, but the context within your trans and non-binary employees have to work and operate within can be really helpful in meeting their needs.

What managers can do

Okay, so understanding how best to support your team and their individual needs can be quite challenging.

So what are some of the things like managers can do to support transgender individuals in the workplace?

The first thing I'd say is start a conversation.

Your employees are a wealth of information and knowledge and will often have so many insights beyond what you could hope to achieve through your own research and information gathering.

I'd also caveat that with saying, actually, your trans and non-binary individual members of staff are not duty bound to share their insights with you, and they're not a spokesperson for an entire community of people.

So what they will speak of is their own personal experience and not of the experience of everybody who happens to be trans and non-binary.

So just as you wouldn't go to a female employee or an Indian employee to say what needs are there for Indian people or what needs are there for a woman and expect them to be a spokesperson for an entire demographic of people, we shouldn't do the same with our trans employees either, but gaining insights into their individual experience to understand them can be really helpful and a real gift for them to impart on you as a manager.

I'd also say don't make assumptions too.

Sometimes it can be really easy for us to conveniently assume that somebody is a male or a female or identifies with certain gender pronouns, etc. but actually be curious rather than being judgemental, be curious and flip it on its head and ask the question.

So if you're not entirely certain, I'm sure somebody who is trans or non-binary will be happy to answer the question for you if you ask them in a respectful manner.

So one thing I sometimes do is what I as a doctor consulting with a patients is ask, what are your preferred pronouns?

And that way I know instantly how to address somebody and also consider their health needs to.

As a manager, you won't have to consider their health needs in the way that I as a doctor might.

But equally other needs that may be important for you to be mindful of can be drawn out through identifying what their pronouns may be.

I'd also say the promotion of a positive culture at work is really important as well.

So if you're somebody who's shown to be interested in trans issues, such as if an article appeared in the news the night before and you come to work to discuss it in an open and curious manner, it lets people around, you know, that you're very open to those sorts of conversations and whether that's a trans and non-binary person or somebody who's an ally to the trans and non-binary community, the right people will hear your openness and then will know in future to come to you if they've got an issue or concern which needs your attention as their manager.

Some great tips there.

Practical tips

So what are some of the practical changes or considerations organisations can do to create a more inclusive workplace?

I think from the perspective of a trans and non-binary employee, just using pronouns in email signatures has been a really positive way to increase not just a visibility around trans and non-binary recognition, but also around diversity and inclusion in general as well.

We were asked by some of our trans and non-binary colleagues to adopt the use of pronouns in our email signatures, and it's been a real joy to see that just take off across the organisation and I think that was a quick win for us in Bupa, I could certainly see that being a quick win for many other organisations as well.

Most of us are not trans non-binary, but for those individuals who are to see their colleagues recognise the importance of pronouns and to offer to put them on their own email signatures really sends, I think, a positive message out there.

I'd also say it's important that for our trans and non-binary colleagues, they recognise how their data is being used and protected.

Quite often they may have a reticence around sharing their gender identity or sharing their preferred title because they don't know how that information may be used and to remind them of the confidentiality and the protection around their data.

As with all data that we gather can be a really useful step to reassure them there.

I'd also say as a manager, maybe take the opportunity to walk around your place of work and consider what it must be like for a trans and non-binary individual to work in your place of work.

Things like the signage on toilets, for example, may be quite problematic for an individual who is trans and non-binary or the policies you have if they're very gendered, such as a paternity or maternity policy or a sickness policy or things of that nature.

Revising those can be helpful as well.

And then finally, just inviting the perspective of your trans and non-binary staff as well.

Often they'll have insights that are far greater and beyond anything you might consider in your own sort of research as well.

So looking at those could be helpful too.

Thank you so much.

I found that super interesting and I really took a lot from that session.

So thank you very much for your time today.

Thank you.

Hello and welcome to this Bitesize Academy module.

I'm Emma Shatliff, manager of the Bupa Academy.

At Bupa we believe in inclusive health and wellbeing that supports everyone to thrive in the workplace.

In today's session, we'll be discussing disability and how line managers can support disabled employees in the workplace.

I'm delighted today to be joined by Dr Naveen Puri, who is a GP and Associate Clinical Director at Bupa.

Welcome, Naveen.

Let's get started with our first question.

So, with more than 4.5 million disabled people in work, how important is it that organisations create accessible and inclusive workplaces to help disabled employees thrive at work?

Well, the first thing to say is that organisations really need to encourage diversity inclusivity, because we are essentially the people that make us up, and our own staff will be diverse and have inclusivity needs that we need to meet.

And I think by doing so, we also then recognise the needs of our customers, our stakeholders and people that use our services, too.

One thing we recognise is that diverse and inclusive workforces really make for a happier and productive workforce, which is ultimately the aim of the places that we work in and want to create.

We also recognise that when we have a more diverse workforce, our workforce and the outcomes that they produce are much more relatable for our customers, our clients and the communities within which we operate as well.

I think what's also quite nice to see is that when you have a diverse workforce, you often have a really rich set of perspectives that people bring to the table as well, and problemsolving abilities that perhaps if you had people who all thought the same or looked the same, had wouldn't necessarily be the case.

And then finally, another important consideration that we've certainly found within Bupa is that when you introduce people that have different needs within the skill force, the workforce, rather, you often introduce new skills to the mix as well.

We, for example, now have people who speak fluent British Sign language, which we could not have foreseen when we recruited those individuals, but which has been really helpful to us when we produce new products or new services within the organisation.

So one in three people think disabled people are less productive than nondisabled people.

Why is it so important that line managers recognise and challenge all forms of discrimination?

Yeah, great question.

I think it's really sad that people do perceive disabled people to be less productive, but let's be really honest and frank, I think it's important that people realise one in five people have a disability.

There are what we call invisible and visible disabilities and actually they can affect any number of us.

You probably know somebody in your sphere of work or even your family and friends who has a disability and you just aren't aware of it.

It could be somebody with a newer disability, such as a different way of thinking to you or a different way of interpreting information.

So if you're thinking about a very personal way of relating to disabilities, such as someone you know or somebody you care about, then why would we not put those considerations out there for our people and our workforce as well?

One thing I'll also share is that there are what we call transient disabilities as well.

So some people may be unfortunate to suffer, for example, a stroke, or fall over and hurt their knee and suddenly need a crutch or need a carer to help them feed.

And that may only be temporarily, but actually they will experience what a disabled person perhaps experiences much more regularly and for a longer part of their life.

And so it's important that all of us are mindful that there are many disabilities, both visible and invisible, but there are also those that are transient and temporary versus those that are permanent as well.

Let me introduce you to a term in case you're not familiar with this, which is Ableism.

So I know people often know about racism and sexism and the other isms that we're all sort of very heightened to, and rightly so.

Ableism is where we inadvertently or consciously discriminate it against somebody with a disability.

And it's important that as managers in particular, we're very conscious of this because some of us will harbour these thoughts or opinions, consciously or unconsciously, and it's for us to challenge those and to make sure that our disabled staff are not discriminated against or disadvantaged because of those thoughts.

So what are some of the ways that organisations can create a disability-friendly workplace culture?

Well, there's several things that I would suggest and one is simply to lead by example.

First of all, remember as a manager, people often look to you to take their cue in terms of how to do things, how to approach conversations, how to problem solve.

And if you as a manager are seen to be interested in this space and as a leader are shown to be proactive in this space, I think that can be really advantageous.

So remember, you play an important role in role modelling what you would like your employees to do.

I'd also say speak to your disabled employees too.

Remember, they've had their condition for many years, potentially their entire life, and will often have figured out many ways to work around it, including how to work around it in former workplaces or even other places that they navigate.

So feel free to tap into that.

Remember, it's a real gift for them to share with you the insights they share so you aren't approaching a conversation to help them, which on some level you are actually they're really helping you and your organisation too.

And reframing that in your mind to recognise it's.

A reciprocal give and take, as it were, can be a really positive step.

Also think holistically as well.

What I sometimes do myself is I'll walk through, for example a clinic and consider if I was somebody who was, let's take for example in a wheelchair, how would I approach working in a place like this?

Are there, for example, lifts to get me from one floor to another?

Are there doorways that are wide enough for my wheelchair?

Are there washroom facilities that enable me to manoeuvre my wheelchair and use those facilities as well?

And sometimes by putting yourself in the shoes of somebody you seek to understand, it can be really insightful to consider the blind spots in your organisation.

I'd also say highlight the support available to your members of staff as well.

Sometimes a disabled employee will not necessarily know of the wonderful policies and adjustments you may already have in place.

So show those off and make them aware to your employees that they can utilise those or they can also highlight what the shortcomings are and help you develop them even further.

And then finally, what I'd say is encourage peer to peer support and encourage networks and conversations in the development of a culture where disability and all aspects of inclusivity and diversity are spoken about.

It isn't just a disabled employee, you'll have a perspective, but even your nondisable employees may have experience with disability via their loved ones or people they've worked with previously, or former workplaces.

And so to open conversations and dialogues and to benefit from that collective wisdom can be really helpful as well.

So as a manager there may be times when you need to ask for more information to make workplace adjustments.

So what is the best way to approach conversation about disability?

So what I'd always say is honour the person you're speaking to and recognise that while you want to have the conversation and have your own agenda and motivation for doing so.

Sometimes from their perspective, they may be not a suspicion but a lack of an understanding as to why the conversation is taking place.

Whatever they're going to share with you is potentially very confidential information and the kind of stuff they only tell their doctor or their loved ones, not necessarily their manager.

So be very sensitive to that and invite their contribution, but also signpost the safety around it, such as the confidentiality you apply and why the information is important to you and what you seek to do with it.

I'd also say, frame the conversation in a positive light as well.

Remember, what they're sharing with you is very helpful to you and it will help you, as a manager, develop as well as your organisation involved as well.

It isn't about you simply helping the disabled person, they're also helping you by sharing their perspective and insight with you as well.

I've made the point around confidentiality make sure that that is paramount and understood by the employee and whatever they share is between the four wall that you're speaking within or between the certain people that that conversation needs to go to.

And the last thing I'd say is that some people I've dealt with often find it helpful to bring somebody with them, such as a trusted friend or a colleague or another person that they identify as being someone they would like to have in the room.

It can be quite a big deal to speak to somebody who's a manager or a line manager.

Although you're on their side, you still have a title which may intimidate them.

And so for them to feel comfortable in whichever way you can possibly consider, such as having someone with them, would be an easy win from your perspective as well.

Thank you so much for your time today, Naveen.

I think that's session really, really insightful.

So really appreciate it. Thank you.

So dyslexia is a neurodevelopmental condition.

It’s rooted in the differences in how our brain processes language and symbols.

Processing ability, auditory processing and processing speed may all be impacted on dyslexia.

While dyslexia presents challenges in reading, spelling and writing, individuals with dyslexia can excel in other areas and often present strengths in creative thinking, problem solving, visual reasoning, and often join the dots where no one else can see them.

Though dyslexic thinkers are vital to the workplace and many organisations now are indeed wanting an advertising for dyslexic thinkers because these are the people who can assess information in a different way, who learn in different ways, and who can see those patterns and spatial awareness and be those lateral thinkers that other people don't and don't do automatically.

They've got really good interpersonal communication.

And remember, dyslexia is unique.

It's like a fingerprint.

And it's really important again, that you don't make generalisations and assumptions.

So, some of the characteristics that you might see and remember, everybody is different, but you may see difficulties in reading, writing, spellings and sometimes in speaking.

Organisation skills may be challenged and time management following written information and verbal instructions can also challenging and confidence may be a little lower.

The verbal response may not often match the written responses, and that's really important.

If you see somebody speaking really well in the meeting, their report may not reflect that.

And joining the dots where others don't see them.

Look out for these people because they're you're dyslexic thinkers.

Seeing the bigger picture and thinking creatively are all areas where dyslexic people excel.

It’s key to educate yourself and your colleagues about dyslexia.

What does it mean to have dyslexia?

To try and make your colleagues feel who have dyslexia comfortable and happy in the workplace.

Also communication.

Make sure that you're keeping the information you're telling them as clear and concise as possible, whether it's in verbal or written format.

Use flowcharts and diagrams, visual aids if needed.

In meetings, make sure that the dyslexic person does not take the notes so they can concentrate on the key parts of the meeting.

Otherwise they're going to get lost, taking the notes and not understanding what's being said.

Dyslexic people have amazing creativity and they think outside the box, so try and use their key strengths.

Offering a dyslexia friendly environment is vital to people with dyslexia.

Make them feel comfortable in the workplace, and understand that internal emails and reports may be presented in different or alternative ways with reduced language.

Flexible deadlines are really good to support those time management issues.

So especially if you involve in large amounts of analysis of data or information that may require more time.

Provide computer software such as voice to text or note taking devices as this can really help productivity.

Adjustments in the workplace are vital, but speak to your dyslexic colleagues first to see what minor adjustments can be made and don't make assumptions because everybody's different.

Some adjustments may include: additional one to ones to ensure clear communication, computer software and devices to support grammar and spelling, flexibility on how information is presented, alternative methods of communication and meeting styles and the use of auditory literature can be really useful.

So avoid information overload.

Keep instructions clear and concise.

Make sure your priorities of the task are clear.

Avoid long and complex meetings.

Follow up meetings with short emails and bullet points, visual support.

If the person is agreeable, then you might find that actually having an email banner which is explaining “I'm dyslexic, I'm really sorry if it's errors or typos within my email” might be really useful for internal emails.

And just make sure that all processes and systems within the workplace are clear and easy to find.

Made in dyslexia is a great community – they've got lots of information for employers and employees.

The BDA also offers lots of up to date research and findings and of course, websites like Dyslexia Test Centre.

We have lots of information on there to help support you in the workplace.

What is ADHD?

So ADHD

It's a neurodevelopmental condition.

It often emanates in childhood, but it can affect people of all ages.

And common symptoms include impulsivity and difficulty, potentially maintaining concentration and attention.

And it really affects all people of all ages.

How might an employee with ADHD struggle in a work environment?

An employee or an individual with ADHD might struggle.

Often sustaining concentration may be on a single thing for a long period of time that could manifest itself into difficulties, even as something as simple as sitting in a single place or a single meeting place for a long time.

Sustaining tasks.

If there's a simple and repeatable task sustained over a period of time as well.

And often, sometimes impulsivity can manifest as well, particularly maybe in ideas can be great for ideas, but also it could be a bit challenging in situations where you need to be succinct and to the point.

What work adjustments can line managers make that might help an employee with ADHD?

Line managers can play a pivotal role in supporting individuals.

First and foremost, providing clear structure and real clear definitions of roles and responsibilities can often help an individual with ADHD.

The ability to be flexible as well in the environment.

So if we're in an office space and potentially we've been in an individual waiting room or a meeting room for a period of time allowing some flexibility and mixing that up for an individual as well.

Allowing quiet spaces also can make a huge impact for individuals within an office space.

And line managers regularly checking in with individuals and ensuring that they can support them with their ongoing tasks and daily responsibilities.

As a manager, how do you communicate with someone with ADHD and what conversational tips do you think are important?

First and foremost, clear communication.

Consistency in that communication.

Being direct can help often with an individual with ADHD and open communication as well.

Transparent clear roles.

Clear responsibilities can help very much and reinforcing positive behaviour.

Individuals with ADHD often provide and bring immense strengths to a team and a culture, and really honing in on these and recognising these and bringing a light to these is something a manager can make a huge positive impact on an individual's work life.

Where can line managers signpost employees with ADHD for further support?

There's lots of support and signposting available for line managers and particularly individuals.

A great one is the Access to work scheme.

This provides potential financial support for an individual can provide work related reviews as well, and help support an individual within the environment that they are in with work.

There are often fantastic charities and resources available as well.

ADHD UK is a great opportunity and a great example for individuals and line managers to learn themselves, but to signpost employees as well, to online support groups and third party support networks.

And lastly, the obvious one would be if help and support is required to seek that assistance through a health care professional.

Be that an NHS or a privately provided health care professional.

What is Autism

So autism is a neurodevelopmental condition and is characterised by the differences in the way individuals interact, communicate and importantly, self-regulate.

People with autism can present on a spectrum, which is really important to understand because what that essentially means is every individual's autism is unique.

It's an experience that is unique to them, and that uniqueness can present in very different ways.

And so the ability to provide an individual with early diagnosis is crucial.

It gives them an understanding of themselves, but also gives them an understanding of how to regulate, how to approach the world, how to experience and get the best of their life for the rest of their life.

I think the obvious place to go is with clear and concise communication, but also patience in communication and different styles of communication and different sensory needs for an individual with autism might dictate different styles of communication, written or verbal.

Different environments might suit them better.

So being aware of that and tailoring your communication style to the individual can hugely help and be beneficial to the individual and the team as well.

Supporting the individual

So one thing that the line manager can do to firstly support individual, but also get the very best of the individual is to recognise and understand the strength that the individual has.

Autism presents immense strengths for people and understanding that and working collaboratively with the individual to bring the best out of them is crucial for that person to have a positive work life, but also for the manager to have a positive and prosperous team as well.

So engaging in a culture of inclusivity, of understanding and really identifying how autism is unique to an individual and understanding that as a line manager is key.

Culture of inclusivity

I think firstly, being open and adaptive to individuals needs, firstly, understanding them.

Secondly, being adaptive to change and collaborating in a way that brings out the strengths of an individual.

Secondly is a clear structure and communication.

So once you understand the differences in individuals, really tailoring your communication and following through with that with a clear structure.

And lastly is probably for a more broader space for individuals, line managers and organisations, is to employ policies of inclusion.

And we often do that in many different ways.

But if we can do that from inclusivity perspective of how people think and how people are, then that can help individuals with autism immensely as well.

Resources

There are many resources, many support offerings and signposting that a line manager can reach out to.

But in order to support our own learning and the individual with autism themselves first and foremost there’s nationwide support services such as The National Autistic Society, Autism Alliance UK.

And secondly, there are things such as autism at work and there are things that the individual can do, such as seek seeking advice from specialist health care professionals via the NHS or private providers.

For many of these things is all around understanding individual with autism, understanding their needs and employing strategies and resources to provide an inclusive experience and inclusive environment for an individual and a work environment that brings out the best of their strengths to support themselves.