HUMAN FACTORS & ERGONOMICS
NOW AND NEXT? There is still a relative paucity of literature and research
around neurodiversity in the workplace; The British Standards Institution (BSI) published Design for the Mind – Neurodiversity and the built environment less than a year ago, believing the guide to be “the first developed by a national standards body that provides built environment guidance for multiple sensory processing differences and conditions.”
Assessment and support services have similarly struggled to keep up and demand is now vastly outstripping resources in many areas, with waiting lists for NHS-funded ADHD specialist diagnosis reaching four years in some parts of the UK (inews, 2023).
Some employers are beginning to invest in training for their HR teams and managers, assessments for staff, and modifications to workplaces, but not everyone has caught up. Guy explains: “Some employers still have their heads in the sand or are just completely unaware, some are comprehensively on top of it. In between, a substantial majority are thinking they need to do something but have no idea what, and don’t know where to go for the training and expertise.”
The services that businesses want and need, and the role of the ergonomics and human factors sector, is also shifting. Guy says: “We are seeing much more complex needs, with demand for different diagnostic assessments and workplace needs assessments. This is driven by this much more holistic view of what that employee needs to be happy, engaged and productive at work.
“We may need to bring in psychologists, psychiatrists, occupational therapists, physiotherapists and others. Ergonomics and human factors is a natural platform to connect this array of professionals.”
After a workplace needs assessment for an individual, the next step is education for the wider team. “We’ve put together autism awareness training for example, and vision awareness training, which allows the wider team to better understand others’ experiences. That wider training might well also be a prompt for others within that team to seek support themselves,” says Guy.
“From there, it’s about developing a company-wide strategy, where an accepting and inclusive approach is championed at every level, and where diverse voices are heard and valued, and inform decision- making processes.
“To my mind, the ultimate goal is moving beyond piecemeal accommodations and adjustments for individuals, towards inclusive, universal design, which takes account of the diversity of needs from the start. I think that is the journey employers are on now – how far they are along that path varies enormously.”
WHAT CAN EMPLOYERS DO? When thinking about neurodiversity the key is in
the name. Guy explains: “It's about diversity. You will
x.com/TomorrowsHS 37
never create one space that suits everyone, but by offering a choice of provisions, such as alternative spaces or the ability to adjust the environment, you can accommodate a wider range of minds and personalities.”
There are some key areas employers can consider:
Flexible Work Arrangements: Offering flexible schedules, remote work options or adjustable workspaces can help people work in the way they are most productive.
Sensory-Friendly Environments: Consider reducing noise levels, and avoiding harsh lighting, powerful colours and strong smells/perfumes which can be stressors for those with sensory and/or information- processing differences. Creating quiet zones/pods, where sensory input is minimised, can be useful.
Clear Communication and Expectations: Transparent communication and formalising and articulating ‘workplace norms’. For example, providing clear guidelines around email/ communication etiquette informs expectations and can help minimise misunderstandings.
Consider the proxemics: Make allowances for the different amounts of space that people feel they need to have between themselves and others due to cultural and/or neurological differences.
Communication via multiple modalities: Investing in technology, such as text-to-speech software or adaptive communication tools, not only supports those with neurodivergent traits but those with visual and auditory impairment too.
Neurodiversity Training: Training programs for managers and teams can promote understanding and empathy, fostering an inclusive and supportive work culture.
Crucially, an accepting and inclusive approach to neurodiversity must be championed at every level of an organisation, starting from the top. Guy concludes: “If we can help our business leaders navigate this new frontier and provide inclusive working environments which allow people to flourish and perform at the peak of their powers, the benefits to health and wellbeing, as well as productivity, innovation and problem-solving, could be enormous.”
https://ergonomics.co.uk
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