In this Q&A we're excited to bring you an insightful conversation with Reena Anand. Reena is a passionate advocate for neurodiversity, using her voice and expertise to explore how neurodiversity intersects with race and impacts the experiences of neurodivergent individuals in our society. In this article Reena shares her thoughts on how organisations can become more inclusive and better support neurodivergent employees. 

Reena delivers impactful training and programs on neurodiversity, focusing on the intersectionality of race and its significance in shaping the experiences of neurodivergent people. As a proud mother of two autistic children, she is deeply committed to advocating for the rights and fair treatment of neurodivergent individuals. Her work helps organisations understand these intersections and create inclusive cultures where every identity is valued and welcomed.

1. Hi Reena, why is it so important for organisations to prioritise making workplaces inclusive for neurodivergent employees?

It’s essential for organisations to prioritise inclusion for neurodivergent employees because fostering a truly inclusive environment benefits both the individual and the organisation. Neurodivergent employees bring unique perspectives, skills and problem-solving abilities that can drive innovation and creativity. Research data suggests that 1 in 7 people are neurodivergent, yet reports like the one commissioned by Neurodiversity in Business (NiB) and created by Birkbeck University show many still face significant barriers to employment or are underutilised in the workplace. This highlights the missed opportunities for businesses that fail to tap into this talent pool. Moreover, inclusive practices ensure that neurodivergent employees feel valued, leading to increased engagement and lower turnover rates.

2. What are some effective strategies organisations can use to create an inclusive and supportive environment for neurodivergent employees?

Organisations can implement a variety of strategies, starting with clear communication and personalised support. Providing reasonable adjustments such as flexible working hours, sensory-friendly workspaces and clear task instructions can significantly enhance the work experience for neurodivergent employees. Creating a culture of open dialogue and using diverse feedback mechanisms, such as employee resource groups or one-on-one meetings, can help neurodivergent individuals feel heard and supported. Additionally, adopting universal design principles in workplace processes, so that systems are intuitive for all employees, can help minimise the need for retroactive adjustments.

3. How can organisations assess and improve their current practices to better support neurodivergent individuals?

Organisations should begin with an audit of their current policies, practices and culture to identify areas that may inadvertently disadvantage neurodivergent employees. Tools such as employee surveys, focus groups and external audits can provide valuable insights. The data from Birkbeck University highlights that involving neurodivergent individuals in this assessment process is crucial, as it ensures their lived experiences inform decision-making. Regularly reviewing recruitment processes, performance evaluations and workplace adjustments will also help to ensure that any barriers to success are identified and addressed early.

4. What types of training should be provided to staff and management to create an understanding and support for neurodivergent colleagues?

Training should be multi-layered and tailored to different levels of the organisation. For staff, raising awareness about different neurodivergent conditions, such as ADHD, autism and dyslexia, can foster empathy and reduce stigma. Management training should focus on how to support neurodivergent employees effectively, including how to implement reasonable adjustments, manage communication differences and avoid unconscious bias in performance reviews or promotions. Importantly, this training should be continuous, not a one-off exercise, to ensure that inclusivity becomes ingrained in organisational culture. Workshops that promote understanding of the intersectionality of neurodiversity with race and gender will further enrich these efforts and shouldn’t be treated as a ‘bolt-on’ but as a core part of the training strategy.

5. Beyond training, what steps can organisations take to create a psychologically safe space where neurodivergent employees feel valued and supported?

Psychological safety is foundational to any inclusive workplace. Organisations can create this by establishing clear anti-discrimination policies, encouraging open conversations and ensuring employees feel they can share their neurodivergent identity (with or without a diagnosis) without fear of stigma or repercussions. Leaders should model vulnerability by openly discussing neurodiversity and demonstrating empathy in their interactions. Regular check-ins that focus on well-being rather than solely on performance can also foster a supportive atmosphere. Peer support networks and mentoring schemes, where neurodivergent employees can connect and share experiences, can further enhance this sense of safety.

6. How can organisations raise awareness and educate employees about neurodiversity in a way that promotes empathy and reduces stigma?

Organisations should embed neurodiversity into their wider diversity and inclusion efforts, ensuring that it is seen as a core part of the business’s values. Awareness campaigns could include stories or testimonials from neurodivergent employees, which humanise the experience and break down stereotypes. Additionally, providing learning materials such as webinars, interactive workshops and literature tailored to different neurodivergent conditions can further educate employees. It’s important to also take a strengths-based approach as society is conditioned to see neurodivergent people as ‘less than’ - however be careful about using the ‘superpower’ trope which many neurodivergent people have said they do not identify with and find quite invalidating of their day to day struggles. Instead, using research-backed insights, like those found in the Birkbeck research report, can ensure that the educational content is grounded in evidence, helping to dispel myths and misconceptions.

7. How important is flexible working for neurodivergent individuals in the workplace?

Flexible working is often a critical enabler of success for neurodivergent employees. Whether it’s flexible hours, remote working or adaptable break times, such arrangements allow individuals to manage their unique needs more effectively. Research indicates that many neurodivergent individuals can experience heightened stress from rigid working environments or sensory overload, so flexible working helps to mitigate these challenges. Moreover, the ability to control their environment, whether through working from home or in quiet spaces, can improve both productivity and overall well-being.

8.  How can organisations, and managers in particular support parents with neurodivergent children?

Managers can support parents of neurodivergent children by offering flexibility and understanding. This might include flexible working hours or leave arrangements for medical appointments, therapy sessions or other care responsibilities. Additionally, managers should be trained to understand the challenges parents might face, ensuring that conversations are approached with empathy and respect. Parent support groups within the organisation can also be valuable, as they provide a space for employees to connect with others who may be experiencing similar challenges, fostering a sense of community and mutual support.

9. What role do employee resource groups or advisory councils play in shaping policies and practices for neurodivergent employees?

Employee resource groups (ERGs) and advisory councils are crucial in ensuring that neurodivergent voices are heard in policy-making processes. These groups act as a bridge between neurodivergent employees and senior leadership, offering direct insight into the lived experiences of individuals in the workplace. ERGs can advocate for necessary adjustments, promote awareness initiatives and provide feedback on the effectiveness of current policies. Advisory councils can also help organisations stay ahead of the curve by suggesting innovative approaches to inclusion, based on evolving research and best practice, such as that outlined in the research reports produced by Birkbeck and also by City & Guilds.

10. What role do senior leaders play in setting the tone and direction for neurodiversity inclusion in the workplace?

Senior leaders are essential in driving cultural change. Their commitment to neurodiversity inclusion sets the tone for the entire organisation. Leaders who openly champion neurodiversity, model inclusive behaviours and ensure that it is embedded into strategic goals create an environment where inclusivity is prioritised. This might involve sponsoring neurodiversity initiatives, ensuring representation in leadership or allocating resources to support neurodivergent employees. Research shows that when senior leadership is actively engaged in inclusion efforts, the impact is felt more broadly across the organisation, resulting in greater employee engagement and satisfaction.

11. What strategies can organisations implement to attract and retain neurodivergent employees?

Attracting and retaining neurodivergent employees begins with accessible recruitment practices. This includes ensuring job descriptions are clear and avoiding jargon or unnecessarily complex requirements. Offering alternative interview formats, such as work trials or skills-based assessments, can also help neurodivergent candidates showcase their abilities without the pressure of traditional interviews. Once in the workplace, ensuring ongoing support, career development opportunities and flexible work arrangements is key to retention. Organisations should also celebrate the achievements of neurodivergent employees, ensuring that their contributions are recognised and rewarded fairly.