Hello and welcome to episode two of A Message From Neurodivergent Social Workers: Adapt your inductions.
Last week, as an introduction to the series, we explored the why induction periods are important for all neurological profiles; the importance of adapting inductions for neurodivergent employees; and the role inducting employees has in facilitating a psychologically safe work environment.
This week, we will be looking at what an induction period is and begin to explore two different ways employers can adapt their inductions.
What is an induction period?
An ‘induction is the process through which employees adjust or acclimatise to their new jobs and working environment’.
An induction period provides the hiring organisation with an opportunity to welcome their new social worker, help them settle in and ensure they have the knowledge and support they need to perform their role. The benifits of an effective induction for employers are increased likelihood of retaining social workers, it provides space to develop a relationship and it creates a learning culture.
Every workplace that employs social worker - and especially for neurodivergent employees - should have an induction period, and have well-considered, co-produced induction plans.
The CIPD suggest the following should be included in an induction program:
organisational procedures (e.g. building orientation, inclusion and diversity, health, safety, and wellbeing),
information about systems and procedures, company strategy and services (such as company values and behaviours),
job specific information (e.g. department information, job requirements and objectives,
introduction, virtual or in-person, to the wider team
From my lived and living experience, induction periods enable me to observe how the team work together, it helps me understand the team dynamic and most importantly, you can observe their attitudes towards reasonable adjustments as a team and wider organisation.
Are they nurturing? Are they supportive? Does the team let you muddle through your first few weeks because that was their experience? Or do they ask about the way you learn/work? Is it a one-size model that fits all? What is the reaction to asking for a tweak here and there? What are the reactions when you ask for ‘X’ to be shown/explained in a different way?
Finally, induction periods are a vital time for learning in a new role. You are learning how that organisation/team operate. What their processes are and who to go to if you are unsure. You are learning about the local area, the local services and about the people you are working with. You are learning how that organisation write and structures case notes. You are learning the practice model of the organisation. Finally, you are meeting LOTS of new people.
How can you adapt an induction period?
Each workplace and team in social work is going to need to induct new employees on different things. Therefore, this post will not give specific tips for all different teams and contexts in social work – it will however give you an overview that you will then be able to adapt and apply to your team.
It will provide you with a reflective space and encourage you to reflect on the the big picture. With the hope that you then make tweaks and changes induction periods, for yourself or for neurodivergent social workers you manage. Moreover, in a neurodiverse workplace, adaptions for neurotypical social worker can also enhance learning and wellbeing, so hopefully the tips can benefit everyone.
Tip 1 - Be as prepared as possible
Starting a new job is nerve-wracking for anyone.
Neurodivergent employees can experience even greater anxiety due to uncertainty and previous negative work or education experiences.
The way to make accommodations for this anxiety is to be prepared. Have a discussion with the new social worker before they start about what to expect - an outline of their first day and a brief structure of their first week.
Give clear instructions on where to meet you on the first day and what they need with them.
And be clear about the length and aim of the induction period. In one local authority I worked for, I was given an induction booklet – this enabled me to physically see what to expect and plan my day accordingly. Although the induction period was not adapted to my neurological needs, the predictability of each day significantly reduced my anxiety for the first 4 weeks. I also felt confident I knew who I could go to for support when the induction finished.
On the other hand, I have also worked for an organisation and there was no induction. This provided no structure or direction for the learning period. There was no welcome to the wider or inner team which made me feel disconnected, and I didn’t know who to go to for support or advice. I would subsequently feel anxious when I was doing something new and would feel vulnerable when I needed to go to someone for support.
Try to compile all the documents they will need. This will reduce the time they spend looking (and getting lost in) different folders and systems. An easily avoidable stress headache. Having a go-to template folder will also support your neurotypical colleagues, so it’s a win-win.
During my induction into a children and families assessment team, they supported me to shadow practice and processes (completing certain forms and writing up case notes for colleagues) so I was familiar with them and could confidently support a family when I was phasing out of the induction period. The nurturing pod I worked in were my very own go-to folder for information, resources and forms – this support was invaluable.
Tip 2 – Person-centred planning
Now, person-centred planning should be in our blood as social workers. So, I won’t teach you how to suck eggs.
A structured induction plan or process can provide neurodivergent social workers with the predictability they need before starting a job. However, it is important that on the first day you personalise this induction plan.
Individualise it with each unique neurodivergent social worker. You can achieve this by setting time aside to talk to them about their neurodivergent profile, you can psychically map this out on paper or do this through conversation – but you must do what works for us.
Completing a map could include mapping good experiences, strengths, or challenges.
To inform the induction plan, we could map out where we feel our knowledge is lacking or what we are most excited to learn about. We could reflectively discuss previous employment experience and explicitly note shadowing opportunities.
The final two important parts of planning induction periods is to ensure it is co-created but the onus is not on us to state what works and get it right first time. Our diagnosis assessment are deficit focused and we are often told what our challenges are, we not always supported to learn what works for us. So help us figure it out and ensure it's adaptable as we both learn what works!
If these tips have caught your interest, check into episode 3 where we will explore 4 additional ways employers can adapt induction periods for their neurodivergent employees.
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