The change agenda associated with creating a universal workforce (a workforce that embraces neuroinclusivity) is broad. To achieve neuroinclusivity we need to frame the challenge, a task that can feel overwhelming for those responsible.
We want to help organisations focus on the most impactful improvement priority areas for neurodiversity. From our research to date, these appear to be:
Recruitment systems are often designed with assumptions that cater to the communication and interface preferences of neurotypical individuals, but these may create unacceptable barriers for neurodiverse individuals, impeding their access to work opportunities.
Businesses typically frame their thinking, actions, and the design of policies, procedures, IT systems, office workspaces, etc., based on the assumption that their workforce consists solely of neurotypical individuals.
For many neurodiverse workers, there is a big difference between being included and belonging. This requires coaching neurotypical managers and workers to embrace neurodiversity within their usual operations.
When neurodiverse and neurotypical people work together, it’s vital that they understand eachother’s needs. There must be more support, coaching, mediation, recognition of frustrations, more opportunity for feedback and discussion than exists today in most organisations.
As the next phase of our initiative, we are actively arranging consultation sessions with practitioner organisations. The primary goal of these sessions is to foster a comprehensive understanding of best practices in addressing the challenges associated with establishing a neuroinclusive workforce.