Neuro-Inclusivity Event by LEAD

A fantastic event yesterday from LEAD Network Europe and EY on Neuro-Inclusivity in the workforce.

One of the common themes of the event was the need to talk more about neurodiversity and neuro-inclusivity. One panellist reflected that events like this can feel like 'preaching to the choir' but this is still all too often a taboo subject or one that fears risk of discrimination.

Talking more openly is a critical start point for neuro-inclusivity. This then needs to be followed by action. This is NOT about performative inclusion.

"Normalising neurodiversity."

Whilst EY shared a sophisticated approach to neuro-inclusivity that has been a few years in the making, many of the speakers also reflected that there are numerous bitesize actions that can be implemented quickly to bring about change today. The long-term key to success is a full employee lifecycle approach to neuro-inclusivity.

The Opportunity & The Need for Neuro-Inclusivity

• A recent survey of Gen Z aged 18-25 reported 53% of individuals identifying as neurodivergent
• More than half of neurodivergent individuals have more than one neurodivergent condition
• There is a significant overlap between neurodivergence & mental health challenges
• 'Acquired neurodiversity' is common for women in the menopause or peri-menopause
• A 3,000% increase in ADHD diagnoses in the last 3 years

A Neuro-Inclusive Approach

EY and other panellists spoke of the need to shift from a deficit-based approach to neurodiversity to a strength-based model.

EY shared the Genius Within visual summary of neuro-minorities

EY have built a neuro-diverse centre of excellence over the past couple of years, which now has 2,000+ global members and boasts a 5 year retention rate of 92%.

Agreement from all panellists that successful neuro-inclusivity was rooted in a top down and bottom up approach.

Barriers To Change

• A key discussion point was around disclosure. Speakers highlighted the stark disparity of experiences between individuals who felt able to disclose and those who could not. Those who were unable to disclose are often 'left finding ways to survive, not thrive'. Surveys reported a 78% satisfaction rate for those who were able to disclose.
• Psychometric testing was called out as a barrier for many neurodivergent individuals to getting into the workplace, with panellists in companies now that psychometric testing had original prevented them from joining.
• A simple example cited of pre-sending handouts for meetings. One neurodivergent individual had to call out again and again that failure to pre-send meant they couldn't access the materials in the meeting. Small, simple changes making a big difference and removing the burden from the individual.
• There should be no shame in a diagnosis.

Solutions

• Technology is a 'game-changer'. Many people saying that Microsoft 365 Copilot, rooted in AI technology, has been an extremely useful tool for them.
• For Diageo, Disability Awareness Training with Enable UK had been a key stepping stone for Line Managers.
• Talk about neuro-inclusivity in business language to increase buy in and support. Talk about the 'S' of ESG. Talk about skills acceleration. Talk about the Customer Experience Journey. Translate this into a business case that supports the strategy.
• Have the courage to make mistakes. Use your positive intent.

"It just comes down to really good management techniques."

Risk & Impact

EY were clear that, alongside the moral drivers, there is a clear business case driving neuro-inclusivity in the workplace.

Discussions also highlighted that failure by businesses to adapt a neuro-inclusive approach and culture was a fundamental business risk, calling for a workforce transformation.

Current Workplace Status

"As big organisations, we're designed for the mean, not for the spikey profiles."

"It needs to start with awareness, support & solidarity. There are many barriers still to be removed. We need a full self-examination and we're not there yet."

"There are pockets of good practice but not best practice."

"This is not a whole organisation approach yet."

"This is not yet everyday parlance. This is the start of a journey of this becoming business as usual."

All in all a tough message landed by panellists. Progress but not enough. This event was a collection and collaboration of proactive and passionate individuals and organisations striving for neuro-inclusivity. Yet if this group is calling out that we're still a way off the pace on neuro-inclusivity, then we really do need to turbo-charge transformation in this space. Let's start with awareness and follow up with action, across the total employee lifecycle.