1 in 10 HR professionals say their organisation is now focusing on neurodiversity at work
New CIPD/Uptimize employer guide highlights how to attract people with unique skills and talents and help them reach their potential at work
New CIPD/Uptimize employer guide highlights how to attract people with unique skills and talents and help them reach their potential at work
10% of HR professionals in the UK say consideration of neurodiversity is included in their organisation's people management practices, according to a poll by the CIPD, the professional body for HR and people development. However, given around 10% of the UK population is neurodivergent in some way, more needs to be done to support neurodiversity at work.
Neurodiversity refers to the natural range of differences in human brain function. Amongst employers, it’s become the term used to describe alternative thinking styles including dyslexia, autism, ADHD and dyspraxia as they relate to diversity and inclusion in the workplace. These can have unique strengths, ranging from data-driven thinking to sustained focus over long periods, an ability to spot patterns and trends, and the capacity to process information at extraordinary speeds. It is estimated that at least 10% of the UK population is neurodivergent.
However, due to a lack of awareness within UK organisations and the way that most organisations are physically and structurally set up for ‘neurotypicals’, many workplaces do not enable neurodiverse individuals to perform to their full potential. Indeed, the poll found that 72% of HR professionals said that consideration of neurodiversity wasn’t included in their people management practices, and 17% said that they didn’t know. Given the high prevalence of neurodivergence, organisations are missing out on the unique strengths of a large talent pool.
As a result, the CIPD, in collaboration with Uptimize, the leading provider of neurodiversity inclusion training, has developed a guide for employers to raise awareness and understanding of neurodiversity at work, and the simple workplace adjustments needed to enable people to perform at their best.
“We’re just scratching the surface of understanding how neurodiversity at work can help organisations be more creative and innovative, but the insights we already do have show the unique value that neurodivergent individuals can bring to the workforce. However, even at a time when employers are under pressure to identify new talent pools to fill skills gaps, recruitment and development practices are screening out such individuals and the unique skills they possess. Rather than measuring potential employees against a long wish list of capabilities, we need to be clear on the key skills each job requires and enable people who possess those to play to their strengths.
“Ultimately, everyone has the right to feel accepted and included at work and organisations have a responsibility to be a place where everyone can reach their potential. While workplace adjustments will be dependent on individual need, they are often small and inexpensive, and many actually benefit everyone. Why wouldn’t you want a more navigable intranet or clearer communications with your manager?”
“In the past, attention was solely on the challenges faced by neurodivergent individuals at work, but now leading employers are documenting the huge advantages of employing people who literally think differently. We believe that embracing neurodiversity can be a significant competitive advantage – organisations have the opportunity to leverage the skills of this high potential, available talent pool. Our guide can develop employer awareness and understanding of neurodiversity and provides practical suggestions to make your organisation neurodiversity smart.”
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