Introduction
‘Once we accept that we are all different, each with our own strengths and challenges, perspectives change’.
CIPD, Neurodiversity at Work, 2024.
Neurodiversity is the diversity of human minds including the different ways the brain can work and interpret information. Forms of neurodivergence can include;
 |
 |
 |
 |
 |
 |
 |
 |
|
|
Autism: is a developmental condition which means that the way a person communicates, interacts and understands other people, and the world, is different to those who do not have the condition. It can be described as a “spectrum” which means it impacts different people, in different ways, to differing degrees at different times and in different situations. Find out more: asiam.ie
Aspergers Syndrome: is a developmental disorder which affects communication skills, ability to interact socially and can also result in rigid patterns of thinking and behaviour. Aspergers is now characterised as Autism Spectrum Disorder (ASD).
Well known autistic people include Albert Einstein, Anthony Hopkins, Daryl Hannah and Dan Aykroyd.
Autism in the workplace:
One in 68 young people are now diagnosed autistic, with many more likely to be living without a diagnosis. Typical strengths associated with autistic people at work include problem solving and analytical thinking. Autistic people tend to be very logical thinkers with some having a strong ability to focus and concentrate for long periods of time. Autistic people also often have a great ability to retain detailed information which can result in highly specific interest and technical ability in a specific work area. Many other skills and talents include data driven thinking styles, creativity, accuracy and personal traits such as punctual, reliable and loyal employees.
Potential challenges for autistic people at work can include finding elements of social interaction challenging, self-management and coping with change in their role can be difficult, reactions to sensations are likely to affect autistic people including sights, sounds and smells. Usually, employers need versatility and adaptability which can be challenging for autistic people. Work places are social environments where autistic people can find it hard. Picking up on non-verbal clues, reading situations, maintaining eye contact and shyness or social anxiety can add to autistic people’s challenges in a work environment.
ADHD: Attention deficit hyperactivity disorder (ADHD) is a brain-based condition that affects people’s learning and behaviour. Symptoms of ADHD include inattention (not being able to keep focus), hyperactivity (excess movement that is not fitting to the setting) and impulsivity (hasty acts that occur in the moment without thought). Find out more: adhdireland.ie
It is estimated that around 3.4% of adults worldwide have a diagnosis of ADHD.
Some famous people with ADHD include Justin Timberlake, Adam Levine, Ryan Gosling, Jamie Oliver and Michael Jordan.
ADHD in the workplace:
Insightfulness, creative thinking and problem solving are strengths often associated with people with ADHD in the workplace. Supports and reasonable accommodations in the workplace for individuals with ADHD can include coaching, communication skills, assistance with self-organisation strategies for example goal and priority setting, to-do lists and accommodating regular, short breaks can potentially boost comfort and productivity for any staff member.
Potential Challenges for staff members with ADHD includes feeling restless, easily bored and distracted with tasks that they may find are not sufficiently stimulating. They may also experience challenges with regard to their attention and maintaining focus during long meetings or switching focus between tasks. Some individuals with ADHD may struggle with time management and managing timelines on tasks. These challenges are at risk of being misinterpreted as lazy or incapable.
Dyslexia: Dyslexia is a learning difference that can cause difficulties with learning and work. It occurs on a spectrum with some people mildly affected and others more severely. Everyone with dyslexia is different but there is a commonality of difficulties with phonological processing, rapid naming, working memory and reading, spelling and writing difficulties. The impact of dyslexia can change according to the environment (i.e. what a dyslexic person is being asked to do and under what circumstances). Find out more: dyslexia.ie
It is estimated that at least one in ten people are thought to be dyslexic. Some famous people with dyslexia include Maggie Aderin-Pocock, Keira Knightley, Jackie Stewart, and Jennifer Aniston.
Dyslexia in the Workplace: Most roles in the workplace involve some level of reading, writing and remembering. Planning and organising, setting out timetables, distinguishing between the important and the urgent, remembering appointments, passing on telephone messages from memory and meeting deadlines can be difficult for many people with dyslexia. However, the same thinking style that can present challenges in the workplace to people with dyslexia can also bring such strengths. Skills such as big-picture, ‘out of the box’ thinking, lateral thinking and problem-solving, visual strengths and an intuitive understanding of how things work are often key traits of dyslexic people.
Simple workplace adjustments such as meeting minutes provided in advance, assistive technology, accessible documentation, extra time and inclusive working environments can be significantly beneficial.
Dyspraxia: Developmental Coordination Disorder (DCD), commonly known as Dyspraxia, is a complex neurological condition affecting fine and/or gross motor skills, motor planning and coordination, organisation skills, memory, sequencing and social and emotional skills. Find out more: Dyspraxia.ie
It is estimated that at least 1 in 17 people are dyspraxic. Some famous people with dyspraxia include Jane McGrath, Daniel Radcliffe, David Bailey, and Florence Welch..
Dyspraxia in the workplace: Many adults with dyspraxia may have developed their own strategies for coping in the workplace. Some may have difficulties with organising their workload, memory and concentration, communication, following oral instructions, handwriting or using equipment. People with dyspraxia can also be extremely resourceful and determined problem-solvers. They also tend to be good at ‘big picture’ thinking, pattern spotting and inferential reasoning.
Some strategies at work that can support people with dyspraxia can include time management and plenty of advance warning for deadlines, breaking down tasks and projects into manageable chunks, written instructions rather than oral and regular movement breaks to aid focus and concentration.
Dyscalculia: Dyscalculia is a learning difference that can cause difficulties with core mathematics. People with dyscalculia can have difficulty with an intuitive grasp of simple number concepts or ‘number sense’. They can have difficulties estimating the magnitude of numbers and can struggle with understanding number relationships. Find out more: dyslexia.ie
Dyscalculia is often experienced alongside dyslexia and/or dyspraxia and prevalence is estimated at around 5%.
Dyscalculia in the workplace: There are simple strategies that can support an individual with dyscalculia in the workplace including providing a process map so that someone doesn’t have to remember any sequence of steps or if comparing graphs, numbers and statistics having two screens can be very helpful.
Dysgraphia: Dysgraphia can refer to challenges with aspects of writing such as writing very slowly, having confused writing and experiencing difficulties copying information accurately. Find out more her: sess.ie
If you are a colleague or a manager to someone with any form of neurodivergence the following can be helpful:
• Create an environment that welcomes disclosure and discussion
• Be positive to difference and focus on strengths
• Value all staff members equally
• Respect an individual’s choice of whether they want to disclose or not. There is no duty to disclose.
• Your response to any disclosure is critical – have conversations in private, listen, if the staff member is upset show empathy and understanding, take time to reflect, you may wish to speak with your manager, DLO, HR and CSEAS.
• Ask the staff member if they need any support/ what supports they might need
• Maintain dignity for your staff member in your approach and do not disclose the information without consent.
• Don’t assume that the individual’s neurodivergence means that their overall abilities or work quality are affected. There is no correlation between intelligence and the prevalence of ADHD, dyslexia, dyspraxia, dyscalculia or any other related aspect of neurodivergence.
• It is important to be aware that a person’s neurodivergence may be regarded as a disability under The Disability Act 2005 (Part 5). This Act refers to “disability”, in relation to a person, means a substantial restriction in the capacity of the person to carry on a profession, business or occupation in the State or to participate in social or cultural life in the State by reason of an enduring physical, sensory, mental health or intellectual impairment.”
• Be aware of your organisations obligations. Under the Employment Equality Acts 1998 – 2015, employers “are required to take reasonable steps to accommodate the needs of current and future employees with disabilities”. Reasonable accommodation is where an employer makes a change to how a job is carried out or makes changes to the workplace to allow the employee with a disability to fully do the job and enjoy equal employment opportunities.
Factors to consider when identifying adjustments can be:
What adjustments are available?
• Physical environment and equipment
• Job role and management processes
• Social and cultural environment
What are the support needs?
• Physical and mobility access
• Social
• Mental health and wellbeing
• Cognitive
• Sensory
• Skills/ role
What are the intended outcomes of the adjustments?
• Minimise discomfort/ distraction
• Improve mental health & wellbeing
• Enhance focus and performance
• Facilitate transition
• Remove barriers
Some examples of Reasonable Accommodations in the Workplace can include:
• Adapting the premises or the equipment, for example, installing wheelchair ramps, lifts, corridors and spaces free from obstacles, Assistive Technology/ Assistive listening devices/ Screen Reading Software/ Screen Magnification Software such as ZoomText/ Speech to text dictation software.
• Flexible working/ working from home, if possible
• Assigning an employee certain tasks, and substituting others for equivalent duties, in consultation with the employee.
• An accessible website and internal network systems
• Colour coding of files
• Rest space or room for employees
• Location of desk/ workspace
• Adjustable lighting
• Alternative office furniture such as height adjustable desk or ergonomic chairs
• Flexi-time to accommodate medical appointments
• Movement breaks
• Job Sharing
• Induction and continuous training
• Sign language interpreters if necessary
• Notes and handouts given out in advance
• Allow audio recorders at training sessions
• Be aware that individuals learn in different ways and when training people in you may have to adjust your teaching methods
• Written materials in alternative format, such as in large print or electronic (e.g. MS Word .doc) format
www.ahead.ie/employer-accommodations
The employer is not obliged to provide anything that the person would normally provide for themselves. For example, an employer would not be expected to provide hearing aids for a person with impaired hearing.
In order to know which appropriate measures to put in place, it is important to understand the practical needs of people with disabilities which can be gained by having a conversation with the individual and through guidance from supports available. It might not be necessary to provide certain types of appropriate measures if it means that the employer would suffer a ‘disproportionate burden’.
www.ihrec.ie/guides-and-tools/human-rights-and-equality-for-employers/what-does-the-law-say/disability-and-reasonable-accommodation
Managing with dignity and respect:
It can be said that being a good manager to a neurodivergent team member is the same as being a good manager – manage with the same idea of getting to know your staff member, their skills, their strengths and their challenges. Support those challenges. If you’ve met one neurodivergent person, you’ve met one. While a lot of traits overlap, everyone is different and it’s important not to put people in to a tight box or assume. Focussing on a mainly person-centric management style will benefit each employee and consequently, the team as a whole.
The CSEAS is also available to support you and to request an appointment or make an enquiry please contact us:
How the CSEAS can help
You can consult with the CSEAS for guidance and advice on how you can support your staff.
Provide advice on how to sensitively manage a situation when a staff member discloses their disability or learning difficulty to you.
If you are concerned about a member of staff you can encourage them to contact the CSEAS for support and information.
Tel: 0818 008120
Monday – Thursday: 9am – 5.15pm
Friday: 9am – 5.00pm
Email: cseas@per.gov.ie
Appointments are available evening and weekends if required. Video conferencing is also available.
List of Sources Consulted/Resources:
– Ahead, Demystifying Disability in the Workplace, www.ahead.ie/userfiles/files/shop/pay/DemystifyingDisabilityInTheWorkplace.pdf
– www.ahead.ie/employer-accommodations
– CIPD, Neurodiversity at Work Guide, 2018, www.cipd.org/en/knowledge/guides/neurodiversity-work/
– Dr. Nancy Doyle, 2022, Neurodiversity and Disability Discrimination at Work, Forbes, www.forbes.com/sites/drnancydoyle/2022/05/10/neurodiversity-and-disability-discrimination-at-work
– abilityfocus.ie
– asiam.ie
– adhdireland.ie
– www.cipd.org/en/knowledge/guides/neurodiversity-work
– www.dyspraxia.ie
– Aware: dyslexia.ie
– www.ibec.ie/influencing-for-business/diversity-and-inclusion
– IHREC, Disability and Reasonable Accommodation, www.ihrec.ie/guides-and-tools/human-rights-and-equality-for-employers/what-does-the-law-say/disability-and-reasonable-accommodation
– Grow: irishcentrefordiversity.ie
– ncse.ie
– neuroqueer.com/neurodiversity-terms-and-definitions/
– UCD, Managers Guide to Disability and Reasonable Accommodations, www.ucd.ie/equality/t4media/Managers%20Guide%20to%20Disability%20and%20Reasonable%20Accommodations.pdf