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Initiatives

Explore our initiatives to see how we help companies embrace neuroinclusivity.

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1. Frame the challenge

2. Build a plan of action

3. Accelerate knowledge transfer

4. Help neurodiverse candidates into work

5. Neuroinclusivity maturity assessment

6. Behavioural change and development

young black woman working at her desk in a modern office, colleague working in the background

1. Frame the challenge

Creating a universal workforce that embraces neuroinclusivity is a broad change agenda and can seem overwhelming. Step 1 revolves around framing the challenge at hand.

We want to help organisations focus on the most impactful improvement priority areas for neurodiversity. From our research to date, these appear to be:

Help neurodiverse candidates into work

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.

Embrace neurodiversity in organisational cultures and behaviours

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 feeling a sense of belonging. This requires coaching neurotypical managers and workers to embrace neurodiversity within their usual operations.

Support and nurture a sense of belonging

When neurodiverse and neurotypical people work together, it’s vital that they understand each other’s needs. There must be more support, coaching, mediation, opportunity for feedback and discussion than exists today in most organisations.

2. Build a plan of action

We work closely with leaders and teams, providing guidance on implementing policies, procedures, and practices that chart a course towards neuroinclusivity.

We have been collaborating closely with practitioners to develop a delivery planning model we call the UWI Steering Wheel. This model identifies the key areas of change that require attention. It is important to note that the model is dynamic and subject to refinement through ongoing research and consultations.

Our Work Groups bring together professionals who can contribute their expertise in these activity areas. The Steering Wheel also frames our event planning and discussion topics, ensuring our efforts remain focused and aligned with our goals.

woman talking on a video group call with industry peers

3. Accelerate knowledge transfer

The spectrum of social diversity, including conditions such as ADHD, Autism, Tourette Syndrome, physical disability, and gender inequality, is vast and complex. Lack of understanding and appreciation for these diverse experiences can create tension and anxiety for everyone involved.

The problem is not the absence of knowledge, but rather finding effective ways to absorb and disseminate it. To empower both individuals and organizations, we need a unified understanding of how to act on this knowledge. By promoting a culture of empathy, learning, and inclusivity, we can work towards creating a more supportive and accommodating environment for everyone.

Flashcards

In collaboration with the International Institute for Information Design and the staffing industry, including not-for-profit organisations and diversity specialists, we are developing flashcards that provide concise summaries of each topic’s key aspects.

Flashcards are a powerful information design approach to efficiently cascading knowledge. They optimise knowledge transfer by condensing information, saving time in the learning process.

Not only do we believe flashcards make it easier to transfer knowledge, but they also help in the exercise of harmonising plans and initiatives so that a coordinated agenda for change can be established. Through this approach, we strive to expand knowledge and foster a more inclusive environment for all.

4. Help neurodiverse candidates into work

Today, recruitment systems are designed with neurotypical people in mind. Our goal is to create a more accessible pathway for neurodiverse candidates to enter the workforce.

As the next phase of our initiative, we are actively arranging consultations with practitioner organisations to gain a comprehensive understanding of best practices in addressing the challenges associated with establishing a neuroinclusive workforce.

By engaging with experts in the field, we aim to gain valuable insights and expertise that we can pass on to our clients.

A better neurodiversity career connector

We are working with Simplify Workforce Inc., Microsoft and the Disability:IN community to improve career opportunities for neurodiverse individuals through further development and enrichment of the Neurodiversity Career Connector portal.

A visual aide to signpost the best companies to work for

We are developing a comprehensive system aimed at qualifying and assessing the credentials of employers to foster neuroinclusion support.

A search filter to make finding the perfect job simpler

We are developing a new type of search filter that allows neurodiverse candidates to be matched with jobs based on their preferences.

Hirer talking to a candidate, job interview

Smiling businesswoman looking at her tablet in the office (1)

5. Neuroinclusivity maturity assessment

The first step to transforming organisational attitudes, behaviours, policies, processes, and systems involves measuring the current net state. Therefore, our aim is to make it easier for organisations to determine their state of neuroinclusivity.

Currently, we are in the process of testing the neuroinclusivity maturity model with organisations involved in organisational design and transformation projects. This testing phase is essential to ensure that the model delivers the value we envision, acting as a tool for efficiently assessing the current state of neuroinclusivity adoption.

We have developed an initial version of a Maturity Assessment tool designed to help organisations evaluate their current state of neuroinclusivity, encompassing four stages of development:

1. Resistive

Applies to companies that have a neurotypical environment, which reluctantly or unknowingly employs neurodiverse people.

2. Accepting

Applies to organisations where the company culture accepts neurodiversity, but has yet to make significant adjustments.

3. Supportive

Applies to organisations in which the company culture has adapted to make-do and embrace neurodiversity.

4. Belonging

Applies to companies where neurodiverse employees are fully integrated into the fabric of the organisation. We offer guidance on how to apply an analysis of these states for each of the key topics of organisational change.