A week on from the final day of The British Psychological Society Division of Occupational Psychology conference, where I attended two symposia; ‘The Current State of Neurodiversity at Work’ by Nancy Doyle, Aishwarya Srinivasan and Sarah W. and ‘Sustaining Wellbeing Across Diverse and Emerging Working Patterns’ by Rachel Lewis, Nathan Palmer, Dr Charlie Eyre and Divija Bansal.
Two very interesting sessions, presenting an array of interesting recent research about two different but complementary areas, neurodiversity and wellbeing, and yet a common thread and implication stands out for me. We’re not in the industrial revolution anymore. We don’t all need to be automatons, and indeed, we’re not. Human beings are complex, multi-faceted, and have different, changing priorities.
So why do many workplaces still have a one-size-fits-all approach? Why is asking for reasonable adjustments more acceptable (though still very challenging for a great number) than being inclusive and accommodating to employees’ diverse needs in order to help them work at their best? Job crafting is not a new concept (I learned at the conference that the concept was first cited in research in 1817!), and yet it still doesn’t seem to be embraced as much as it could be. Flexible working arrangements and understanding employee needs has been shown by research to be better for the individual employees, and their organisations – so why aren’t we doing more of it?
Markets Oversight and Data Intelligence (EMIR,SFTR) - FCA (Ex KPMG, Goldmans - Regulatory Leadership, Regulatory Transformation, Data Strategy and Governance Leader)
5moWaiting for the next joke Clark..very good..not heard that one before.! It's so true..where employees feel.comfortable enough to have a laugh at work,especially with the more senior leaders,it can really help retain talent, and reduce risk by creating an open environment,where people feel comfortable to ask,where they are unsure,or share their perspectives.