After several months away from the workplace, returning to the regular working environment is likely to be a struggle for most. It goes without saying that it is vital for employers to communicate clearly with their staff about the changes that have been put in place to ensure that the workplace is a safe place to be.
And this is even more important for neurodiverse employees – those who may have been diagnosed with autism, dyslexia, dyspraxia, ADHD or another condition.
For neurodiverse employees, special care and guidance is required to ensure that government guidance and company changes make complete sense.
We are working closely with TRACK: an organisation that ensures that those on the autistic spectrum have access to employment. TRACK offers training and consultancy to businesses, as well as creating opportunities for neurodiverse job seekers. The post-lockdown return to work is high on their agenda – and we spoke to Thomas Cliffe, TRACK director, to learn more about what businesses can do to ensure that both neurodiverse and neurotypical employees feel adequately supported when they return to the workplace.
Why is the return to the workplace happening?
With no vaccine and the virus still prevalent, a return to the workplace can be a daunting thought for the neurotypical, let alone neurodiverse employees. Thomas says it’s vital to explain why the return is happening.
“Be clear about the justification for the decision”, he says. “Is it because they simply can’t do their job from home? With a lack of clarity from the government – the confusion between returning ‘when necessary’ and returning ‘whenever possible’, you need to be clear about why you are making a return to the workplace a requirement.”
It may be, for example, that productivity is significantly down, and is likely to be improved with employees returning to their normal place of work. It is down to employers to establish the reasons behind the decision and to communicate it as clearly as possible so that employees have a good understanding of the rationale.
What physical changes are being made?
For those with neurodiverse conditions, any change to the regular physical working environment can cause huge disruption. It is clear that changes will need to be made in order to maintain social distancing – and while these changes will likely seem minimal to neurotypical employees, they could cause significant anxiety if not communicated in an appropriate way.
“Changes need to be managed with both government guidelines and employee needs in mind.
Thomas gives an example of why it’s important to consider the individual needs of every neurodiverse employee. “If you move a desk in front of a window, for example, it could be a problem for someone with sensory considerations that revolve around light”. Thomas’ example shows the importance of really getting to know your employees as individuals: while COVID-related changes to the workplace will be necessary, these need to be managed with both government guidelines and employee needs in mind.
What additional support do individual employees need?
This individual, tailored consideration extends far beyond the revised physical design of your workplace. It’s important to remember that different aspects of the return to work will affect different people in different ways, so the level and type of support that you offer will need to be decided with this in mind.
“Transport, for example, could be a key issue for some”, says Thomas. He talks of how some individuals may not be able to get into work at the normal time, whether because of changes to public transport timetables, the cancellation of certain routes, or simply the anxiety that comes with placing yourself in a potentially high-risk environment. Others may find it hard to cope should the decision be made to have every employee return to the workplace at the same time: the transition from several quiet months at home to a busy, bustling workplace could prove problematic. However, by treating all neurodiverse employees as true individuals and planning around their own needs can make the transition back to the workplace far easier.
Communication is key
What all of this shows is that communication is the most important thing: employees need to know why they are returning now, how that return will happen, and what the workplace will now look like.
“We’ve learned during this pandemic how hard it can be when unwritten rules go out of use”, says Thomas. “When developing new unwritten rules in the workplace, you need to make them as clear as possible. A lack of clarity can cause major problems for neurotypical employees, let alone neurodiverse workers.”
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This communication should include everything that is relevant: not just bigger things like changes to the office layout or how hygiene at work should be managed, but the seemingly smaller elements that have changed too. Thomas uses video calls as an example. “It might seem abrupt to tell people to mute themselves at the start of the call, but it’s necessary”, he says. By explaining the reasons why and setting such new rules out in writing, you’ll create something solid that will give neurodiverse and neurotypical employees alike the confidence that they know what to do, when, and why.
When these “unwritten rules” are written down, they need justification, too. “If you’re asking people to bring their own mugs for hot drinks, for example”, says Thomas, “you need to explain that this is because COVID-19 can spread on surfaces, and by bringing your own mug, you’re reducing the number of surfaces that are touched by multiple people, reducing the risk of spread”. He recommends sitting down and thinking about all of the activity that could happen within the workplace, how it will change when employees return, and how it can be documented in an easy guide for neurodiverse workers.
While TRACK do have a standard document to hand out to employers, they are also keen to point out that the questions that might be valid in one workplace may not be valid in another. “It’s important to sit down and think about things – to show that you’ve thought of absolutely everything”, says Thomas. “It shows how much you care about your employees”. Asking neurodiverse workers about their own individual circumstances – their travel into work, their childcare arrangements if they have children, for example – means that you can ensure that you’ve pre-empted their worries, queries and concerns.
After three months in which everything we previously took for granted has changed, personalised training and support – as well as increased flexibility from employers – is key, for neurotypical and neurodiverse workers alike. And TRACK NN also believe that by making this a focus now, employers will find it easier to hire and benefit from the different perspective that neurodiverse workers have to offer.
“The truth is that any barriers can be removed so easily.”
“Whether it’s increased attention to detail, a better concentration span or a greater ability to spot errors, neurodiverse workers bring a whole host of individual skills to the workplace”, he says. “And while the barriers to including these candidates in your workforce may be perceived to be too great, the truth is that any barriers can be removed so easily”.
With TRACK aiming to get more neurodiverse individuals into the workplace, they believe that now is the perfect time to do so. At a time when employers are having to make changes – some minor, some major – to the workplace and the ways day-to-day business life operates, it makes total business sense to include considerations for neurodiverse workers in your approach.
Many thanks to Thomas for taking the time to speak with us. Find out more about TRACK here – and for advice on opening up opportunities to a neurodiverse workforce, get in touch.
Images via Unsplash and Pixabay
