Across the UK, as lockdown continues to ease, more and more workers are returning to the workplace as businesses attempt to return to some sense of normality.
But for many, this normality will look very different.
In the past, many employers have shied away from allowing their staff to work remotely: some fearing that productivity would be impacted, others concerned that implementing the necessary structure and processes for this to happen would be a logistical nightmare.
The arrival of COVID-19, however, meant that remote working had to happen for businesses to survive. Survey results have revealed that European managers and executives have generally seen an increase in productivity since remote working began, while another poll shows that employees are keen to continue working from home – for at least part of the week – in the future.
The second poll reveals the reasons for this change in attitude, with workers stating that the lack of commute, the more relaxed working environment, the ability to dress down, increased productivity and reduced stress are key. Speaking to Thomas Cliffe of TRACK – an organisation that helps neurodiverse individuals to find work and offers consultancy and training to employers to make this happen – it seems that these factors can also often be reasons why individuals with neurodiverse conditions shy away from looking for work.
This new world of remote working could herald the perfect opportunity for increased neurodiverse hiring, enabling organisations to tap into talent pools they may not have previously considered, and opening up more opportunities for these workers. We sat down with Thomas to find out why.
The benefits of neurodiverse recruitment
For Thomas, neurodiverse hiring is all about bringing a different perspective into the workplace. “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 those barriers can be easily removed.”
And he’s not alone. The Australian Defense Department, for example, has developed a neurodiversity program in cybersecurity, with its assessment methods finding candidates whose relevant abilities are “off the charts”. Dell has its own Autism Hiring Program, the aim of which is “to ensure that Dell is a compelling destination where team members feel valued, engaged and inspired to do their best work”.
The team at Dell knows, though, that in order to attract neurodiverse candidates, things need to change. In order for their Autism Hiring Program to work, they have had to revisit a number of things, from the hiring process through to ensuring that the work environment is inclusive and accessible for everybody. And at a time when working practices are already changing, it’s a chance for any business to question why they currently do things the way they do.
Rethinking the norm
Things have already changed for many businesses as a result of COVID-19 – both recruitment and onboarding, for example, are being conducted remotely via video call. Thomas believes that it’s the perfect time for businesses to extend their current flexibility to adapting their processes and existing rules to make working life easier for neurodiverse workers.
Some companies may now be wondering if they really do need office space of the size they are currently occupying, which could result in potential downsizing and employees working from home more regularly. “For some neurodiverse workers, lockdown has been brilliant”, says Thomas, “Working from home has taken away a lot of the pressure. But some do still need that social contact – monitoring both their mental and physical wellbeing is important”.
“Neurodiverse workers should be considered for outsourced contracts.”
Thomas is also of the firm belief that neurodiverse workers should be considered for outsourced contracts. He describes one local company they worked with that was in need of an IT technician. Rather than offer a full-time position, they were looking for someone to hire to work 10-20 hours per week. “They weren’t sure about advertising the position because of the low number of hours”, he says, “but in reality, this was the perfect solution for some of our candidates. We work with a number of neurodiverse individuals who don’t want a full-time position, but will happily consider an outsourced role working on particular projects, such as the designing of a new company website”.
It’s clear that there are some incredibly highly skilled and enthusiastic neurodiverse workers out there: a great pool of talent for employers to tap into. However, Thomas reveals that there are still concerns about the ease of bringing on board individuals who work in a different way. These concerns, though, as he explains, are easy to overcome.
Building awareness and acceptance
“We help people to become not just more aware, but more accepting of neurodiversity”, says Thomas. He describes how businesses need to develop a willingness to bring neurodiverse individuals into the workforce – but one of the most common barriers he encounters is a fear of how many changes will need to be made to accommodate their needs.
The truth is that what may seem like the smallest of changes to an employer can make the biggest difference to a neurodiverse worker. “Change could simply mean coming in five minutes earlier”, he says, “or having their own permanent workspace instead of hotdesking”.
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Where adjustments do need to be greater, Thomas says, businesses may be able to apply for funding to make these changes happen. “By making such changes, you show that you’re a company that welcomes and cares for neurodiverse individuals”, he says. And by telling a new hire about the changes you are willing to make before they arrive, you can reassure them that they will be entering into a safe and accepting environment.
Thomas also recommends sharing success stories from previous hires – where both parties are happy to do so. “Not only does this promote an employer in a good light”, he says, “but it gives the next set of candidates – some of whom may not have worked for 4-5 years – more confidence. If they simply sent off their CV, many companies would question this gap straight away, but at TRACK NN, we can explain the situation and have an open and honest conversation with the employer”.
It may be that the individual has the relevant skill set, but struggles with job interviews, or particular elements of a regular working environment. “It gives you a chance to question existing rules and norms – and to establish what the norms actually look like”.
“It’s not just neurodiverse employees that have new job fears.”
These norms could be as seemingly basic as requiring male members of staff to wear a shirt and tie – something which could potentially be shrinking your pool of neurodiverse candidates. Thomas points out that it’s not just neurodiverse employees that have new job fears either: he recounts a tale of his first day in a previous role, where even uncertainty over where to park when he arrived made him more nervous than it should have done.
There’s a large pool of incredibly talented neurodiverse candidates out there, with skill sets highly suited to a number of IT and cybersecurity roles. To attract these candidates to your business, you don’t need to change everything you’re currently doing, you just need to ensure that you treat every employee – neurodiverse or otherwise – as an individual. “Do this”, says Thomas”, and you’ll have less staff transition. It’s not just something that’s nice to do, it’s what’s right to do – for any business”.
Many thanks to Thomas for taking the time to talk to us. Find out more about TRACK here – and contact us for advice on neurodiverse hiring.
