Tailoring performance management for talent

In today’s modern workplace, employers are well advised to manage and assess performance fairly, taking into account different ways of working resulting from neurodivergence. As a manager you should consider the effect of an individual’s neurodivergence and how it might affect their performance at work.

It may be that you need to make changes to an individual’s role or performance goals, particularly if these are standard across a team, or consider whether deadlines for the achievement of an individual’s goals need to be reviewed. However, keep in mind that a neurodivergent worker needs to do something in a different way to achieve the same goal; the goal itself may not need changing. Making changes to performance goals or work duties could be a reasonable adjustment if a worker’s neurodivergence is affecting their performance in some way.

ACAS states that, before using a formal performance or capability procedure, an employer must:

• make sure it has done all it reasonably can to support an employee
• explore support options before using a formal procedure
• provide examples of the types of support an employer may be able to offer (such as regular check-ins to support with time management)

If a neurodivergent worker is underperforming and a performance management process is needed, you should consider whether any adjustments should be made to that process. ACAS provides the following examples of adjustments that could be made to a formal process:

• Talking through written correspondence or repeating important information.
• Setting out meeting records clearly.
• Giving extra time to train on computer software.
• Allowing someone with knowledge of an employee's neurodivergence to attend formal meetings (for example, a support worker).

If the individual is not subject to a formal appraisal or performance review process, you should still communicate and provide feedback in an accessible way. For example, you might want to talk through written information face-to-face or break down instructions around improvements into clear steps and stages.

Be mindful of the way that a neurodivergent individual receives feedback when conducting performance discussions. For example, some neurodivergent individuals may:

• take feedback very literally
• not understand hints or understatement
• experience rejection sensitivity and have a disproportionate reaction to perceived criticism of their work or performance
• find concise, direct feedback easier to process

You should explore their preferred ways of communicating feedback.

References

Conduct and capability procedures when managing performance.
https://www.acas.org.uk/capability-procedures

Reasonable adjustments at work for neurodiversity.
https://www.acas.org.uk/reasonable-adjustments/adjustments-for-neurodiversity