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Welcome back to Conversation starters for social work leaders. This week, in episode three, we will be exploring the question What do neurodivergent social workers look for in employers?
Last week, in episode two, we explored why we need to change recruitment, onboarding and workplaces for the neurodivergent social work workforce. For me as a neurodivergent social worker, it seems obvious why things have to change, but this is because I am seeing it through the lens of a neurodivergent social worker. I often have to remind myself that what seems obvious to me, because I live it, could be an unknown unknown to a neurotypical leader.
Here is a quick summary of 6 reasons why I believe social work organisations and leaders need to change:
It is estimated that 1 in 7 people in the UK is neurodivergent, this means you will have neurodivergent social workers or social care workers within your organisation. Therefore, change will support the neurodivergent social workers in your organisation to have equal access to the workplace, and equal opportunities in and experiences of the workplace.
Standardised ways of working prevent equal access at the recruitment stage, reduces the likelihood of recruiting innovative thinkers, limits organisational progression and negatively impacts the well-being of neurodivergent social workers
Changing practices and processes can support the neurodivergent people we work with. If we, neurodivergent social workers, struggle to navigate systems and structure, how do you think the neurodivergent people we work with feel?
Doing things differently for neurodivergent social workers is also, most obviously, the moral thing to do.
Neurodivergent social worker encounter difficulties because of social structure. Our differences would not be seen as difficulties if you removed barriers created by neurotypical social structures.
Neurodivergent social workers will not have to do the heavy lifting for social worker organisations just so we can continue doing what we love.
What do neurodivergent social worker look for in employers?
As a neurodivergent social worker, there are lots of things I look for in a prospective employer. And I assess for these things when reading the job advert, completing an application form, requesting reasonable adjustments and at the interview.
More often than not, the way the recruitment process makes me feel has more of an impact on whether I apply for a role or accept a role than the actual role itself. This has been a harsh lesson for me and one I am still trying to get right.
And I must say, not one employer has gotten everything right. Hopefully, if you as leaders can see what it’s like to be looking for a job, going through the recruitment process or an employee through the lens of a neurodivergent (dyslexia/dyspraxia) social worker we can begin to improve neurodivergent social workers experiences.
How do you make us feel?
One of the first things I look out for when I am looking for a role is how I feel whilst reading about the role or the organisation. I will also reflect on how I felt during the application process as well as during the interview or communication I had with the organisation.
As leaders, some reflective questions to consider are:
How do you make neurodivergent people feel when they disclose their diagnosis
Are you curious about neurodivergent people’s individual needs, and how you could support them in their application or interview?
Are neurodivergent needs represented in job adverts?
Are reasonable adjustments mentioned in job adverts?
Do you clearly discuss equality, diversity and inclusion in a way that supports your employees, or in a way that promotes ‘optimal productivity for the service’?
Do you want things done on your time and in your way or are you able to make adjustments to work to the neurodivergent social worker’s needs?
What language do you use when discussing reasonable adjustments?
How do you work towards creating a psychologically safe organisation?
How do you prepare?
Another thing I will look out for is whether or not you have prepared for working with a dyslexic/dyspraxic employee. Preparation and understanding make a significant difference in how you make us feel in the workplace. If you are not prepared if can feel like you are setting us up to struggle, whereas if you prepare it can make us feel as though you care, you understand the barriers of neurotypical systems/structure and makes you an active ally.
Below are some reflective questions for leaders to consider:
Are you proactive in researching what you can do as an organisation to make adjustments in interviews?
Do you ensure that managers have (at minimum) and basic understanding of neurodivergence?
Do you work with employees and colleagues to assess their strengths for the role? Or d you focus on difficulties in your conversations?
Do you protect time for this before or during the role?
Do you tailor induction periods to neurodivergent social workers individual needs or do you have a one size fits all induction period?
Do You use a co-production model?
How do you make adaptations?
I will also look out for and reflect on how you make adaptions within the team I am applying for, but also as an organisation as a whole.
From my perspective, adaptions can be made on a micro and macro level. Adaption made for individual employees happens at a micro level as they support the individual. Whereas adaptions made to whole systems or ways of working are happening at a macro level as they can enable access across the organisation.
Below are some reflective questions for leaders to consider about making adaption at both the micro and macro level:
Do you nurture growth and learning, or do you work to a standardised model?
Do you encourage managers to go on training which will help them support their neurodivergent employees?
Do you encourage people to try new ways of working which don’t conform to standardised models?
Job trials are not always possible in social work – what other offer could you provide to give neurodivergent applicants the opportunity to test the organisational setting and culture?
What is your organisation's commitment to equality, diversity and inclusion?
Finally, I will reflect on how I perceive the organisation's commitment to equality, diversity and inclusion. As well as tyring to get a feel for the organisation's culture. If an organisation is engaging with equality, diversity and inclusion initiative because ‘they have to' this can feel oppressive and discriminatory, you can make us feel like a spare part or another job on your to-do list. We also know that the changes you make will not be impactful, meaningful or purposeful.
Is the organisation discussing and reflecting on the organisation's culture?
Is this being done proactively or because you feel you must?
Is the organisation discussing and reflecting on equality/equity?
Is this being done proactively or because you feel you must?
Is the organisation making policy or practice changes which are co-produced with the people they directly impact?
Do you use a strengths-based approach or are you deficit focussed?
How can you ensure you focus and hone in on what we do well, instead of focusing on what we find difficult?
Do you take into consideration neurodiversity and neurodivergent profiles when planning practice/policy changes?
If you work and plan to support diversity in the workplace then it can become the organisation's culture. Reasonable adjustments are needed to break down barriers in the workplace.
Do you focus on independence or interdependence?
Use these questions as a starting point for reflecting on the changes you need to make and why. Use these questions as a starting point to understand the needs of the social workers you lead.
Use it as a starting point, not an endpoint.
If you have found having a sneak peek into my neurodivergent social work mind has helped you as a social work leader. Join me next week, where I explore the question How can leaders encourage reasonable adjustment requests?
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