In the last episode we explored what we can do individually to tackle some of the common difficulties we - dyspraxic social workers - can experience in the workplace. I would like to bring us back to the following quote, which emphasises that these difficulties are not because of our differences, but are because of the systems and structures designed for neurotypicals, which we interact with every day:
“I don’t ‘suffer with dyspraxia', I live with dyspraxia and suffer systems, policies and organisations that are not designed for those with dyspraxia”
Therefore, this week's episode is for employers and organisations. It provides tips on how to make your workplace or organisation neurodiverse friendly, so we don't have to suffer from inflexible systems and norms. We hop this will provide employers, managers and supervisors a space to reflect and gather new tools to support their neurodiverse colleagues.
I am not going to 'sell' dyspraxic people as great employees, as we all know this to be the case. Our neurodiversity does not change our value. Organisation such as GCHQ and BT Openreach have designed specific employment programmes specifically for neurodivergent people, due to the positive trade-offs in dyslexia and dyspraxia.
‘We recognise that valuing diversity is not just a moral obligation. It is business critical ... without neurodiversity we wouldn’t be GCHQ, and the skills this can bring to help us to achieve success at what we do.’
This episode will, however, will provide information, resources and reflective points for you to being to make your workplace Neurodiverse inclusive.
Creating a neurodiverse inclusive workplace -
Dr Jill Miller, Diversity and Inclusion Adviser states that ‘We’re just scratching the surface of understanding how neurodiversity at work can help organisations be more creative and innovative, but the insights we already do have show the unique value that neurodivergent individuals can bring to the workforce.’
From my experience in the workplace, colleagues are often worried about using the wrong language or do not know what the right language to us is. Below are three fantastic fact sheets created by GMB Union, which can be used to as a starting block for language and understanding:
Three key considerations -
There are common issues to consider when creating aa workplace that champions neurodiversoty. However, more often than not, employers rely on reasonable adjustments, which will be explored later.
Awareness- It is important for employers to ensure their workforce are informed and understand neurodiversity. This can improve collaborative working and prevent discrimination. Employers are responsible and therefore liable for the actions of all their employees. They must take ‘all reasonable steps’ to prevent discrimination (this is known as ‘vicarious liability’). These steps should include equality training that covers neurodiversity.
Noise and lighting levels - Noise and lighting are rarely considered by employers, organisations or managers. Social work offices are often open plan with lots of different teams on one floor. Hot desking means the shaded quiet seat in the office can be taken before you've arrived in the building. This can cause a whole host of difficulties for me a a dyspraxic social worker. I, along with many dyspraxic and neurodivergent social workers have elevated (or reduced) levels of sensory sensitivity. This means that brightly light rooms and noisy open plan offices, can be distracting and a source of anxiety when adjustments are not made.
Language - as mentioned earlier, language is important. We won't always get it right, I am always learning about language and finding there is always more to learn. What I have found to be most important is being mindful of the language we use and being receptive to feedback - after all, they are tyring to develop a culture of inclusive language not point scoring. "pejorative terms should not be used in relation to neurodiversity in the workplace (and such conduct is likely to constitute harassment). It is inadvisable to say that someone ‘suffers from’ a neurodivergent condition. Employers should also avoid the use of the term ‘learning difficulties’: this phrase is more commonly associated with children, and many neurodivergent workers do not struggle to acquire new skills or understand new concepts".
Reasonable adjustments for dyspraxia -
Due to a lack of awareness and information about dyspraxia, organisation and manager often rely on stereotypes to inform their practice and support. When management relies on stereotypes, this can be damaging for individual workers and can represent unlawful conduct by the employer.
As the saying goes, if you have met one dyspraxic person, then you’ve met ... one dyspraxic person. The same principle applies to all neurodivergent workers.
The Equality Act (2010) contains legal protections against discrimination for employees with dyspraxia. Under Section 20 of the Equality Act, employers have a duty to make ‘reasonable adjustments’ to make sure disabled people are not ‘substantially disadvantaged’ compared to those who are not disabled. This duty applies to both workers and job applicants. An adjustment can be made to three broad areas:
1. An employer’s provision, criterion or practice – this covers a broad range of workplace policies (ie. this could mean a requirement to sit certain written tests)
2. A physical feature – this could cover physical features that cause inappropriate noise, heat, or lighting levels
3. The provision of an auxiliary aid – this could mean speech-to-text software, or ergonomic keyboards, or other assistive technology.
However, another challenge is raising awareness and understanding across society and the workplace. There are unions, charities and advocacy groups who have created guidance and information to raise awareness and increase understanding. For example, in 2011 the Dyspraxia foundation published Working with Dyspraxia – a Hidden Asset. They are helping challenge misconceptions about Dyspraxia- the greatest and most harmful misconception (IMO) being that Dyspraxia can be stripped down to clumsiness.
The Dyspraxia foundation created the table below to outline and explain some of the difficulties people with Dyspraxia may experience in the workplace.
Table from: Dyspraxia Foundation (If you would like to know more about the differences check out Differences Explained p.16-48).
Seven practical tips -
As an employer, you must make reasonable adjustments to create an environment that minimises the impact and trade-offs of the disability, whilst still being “reasonable” for the organisation to implement.
As a manager, employer and organisation, you can:
1. Firstly, inform yourself about anything that could impact your employee or colleagues’ day to day work and day to day life- if it is important to them, it should be important to you. Moreover, showing interest and understanding about someone’s neurodiversity helps create a space with open dialogue.
I get excited talking about neurodiversity with my colleagues as I find it fascinating, this open and reflective environment helps me talk to my managers and colleague about what I struggle with and what I am great at.
2. Collaborate with your employee or colleague to identify their unique strengths and work in a way that leans into their strengths and support their work. As opposed to doing things ‘how they have always been done’ and makes people with dyspraxia feel as though they are swimming upstream.
Several organisations – including GCHQ - now look to people with neurodiverse profiles to be part of their teams because of the advantage of thinking differently.
3. When working to support people with dyspraxia - or if you are working to raise awareness of neurological differences - promote profiles of uniqueness and individual strengths as opposed to profiles of sameness. As Jo Todd has said
“Neurodiversity is like a Marks and Spencer jumper, everyone wears it differently and it fits some better than others” .
4. Alter a process (where appropriate) if it is too complex to follow- after all reasonable adjustments often suites everyone. Alternatively, create supporting guidance for processes, like a video, diagram or written instructions, to make procedures accessible to everyone.
I often found diagrams of support pathways helped me understand the complex path to follow with a family in need- moreover, it helped me explain to families clearly and coherently what to expect moving forward and provide the right support. This stopped them from getting caught up in the messy confusion in my brain and jumbled explanations.
5. Adjust the job description and balance an exchange of duties where a person is unable to fulfil a duty.
For example, one dyspraxic colleague struggled with driving and subsequently took public transport to attend visits and meetings. This was difficult in one student placement where we would work with families in rural communities. Because of this, my colleague agreed with management that they would work with families within the town centre to enable them better transport routes.
6. Offer additional supervision or protected reflective time/space in supervision to discuss neurodiversity needs.
I would often make diagrams or share information with my manager during supervision. This increased their understanding and awareness, but also enabled us to share resources and information with the wider team together.
7. Adapt your introduction period: most organisations have a blanket 4 week introduction period for new starters. This is based on what they want you to learn to enable you to practice. However, these introduction periods as often made on the assumption that the employee is neurotypical. In the current practice context, you are lucky if you have a protected induction period in the first place - it can be learning on the go.
Adapt your introduction periods to the employees specific learning needs. A one size model certainly does not fit all. Especially if you need to repeat and engage with a process or system to learn it like clockwork … you need to provide these opportunities or the employee is left to pedal 1000 mph trying to keep up with their peers. There is no one size fits all model - each induction period should be tailored to the employees learning needs and access needs.
So, these are relatively small adaptations and reasonable adjustments you can make as employers and organisations. Your biggest challenge is to actively raise awareness and understanding across your organisation.
Check into the next episode where we will explore some tips and tricks for navigating interviews as a dyspraxic social worker. Please do get in touch to share your tips and experiences.
Remember: Every person will vary in both their strengths and challenges
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