Supporting Individuals with SLD in the Workplace

Entering and succeeding in the workforce can be challenging for people with neurodiverse conditions. They often experience higher rates of unemployment, struggle to find suitable jobs, and may earn less than others.

Research shows that many young adults with disabilities, including neurodivergent conditions, have difficulty finding work after finishing school. In a survey across 51 countries, it was found that, on average, only about 52.8% of men with disabilities and 19.6% of women were employed (WHO, 2011). Factors like how well they did in school and their social skills don't fully explain why there's such a big difference in employment rates (Fletcher, 2013).

Some employers are hesitant to hire people with neurodivergent conditions because they misunderstand their productivity. However, many neurodivergent young adults are very capable of having successful careers; they just struggle with meeting social expectations during interviews and at work. Challenges to having successful careers include facing discrimination, dealing with inflexible work environments, having low expectations from families and employers, and not getting the right professional support.

As we learn more, workplaces are changing to become more dynamic and socially engaging, which can improve employee happiness, engagement, productivity, and creativity. With the right accommodations and support, neurodiverse adults can be just as productive as their peers, especially in well-organised settings.

The June 2022 quarter labour market statistics for disability in New Zealand give us a general idea of how people with disabilities are doing in the workforce. The term 'disability' includes a lot of different conditions, like neurodiversity. These statistics help us see how many people with disabilities are working, how much they're earning, and how many are not working. Even though it's hard to say exactly how many neurodiverse people are included, this data helps us understand how people with disabilities are generally doing in the job market in New Zealand.

Study the following diagram illustrating some key employment outcomes for disabled and non-disabled individuals. (Ref: Stats NZ – Tatauranga Aotearoa.)

Note:

• Two different age ranges, 15-64 years and 15 years and over, are included. (We will focus on 15-64 years because the prevalence of disability increases with age and over-65s are less likely to participate in the workforce).
• Labour force participation refers to people involved in or seeking work, while employment specifically shows employed individuals.

Activity

Reflect on the labour market statistics presented and discuss your reactions to the disparities outlined in the data, in the forum.

We have seen that people with disabilities face lower employment rates compared to the general population or other minority groups. Limited opportunities and societal attitudes, rather than the disabilities themselves, often restrict employment for individuals with disabilities. In New Zealand, where one in five working-age individuals experiences a disability, the removal of existing barriers could enable many highly capable individuals with disabilities to contribute to the workforce.

Read the following text which discusses reasonable accommodations in the workplace for disabled individuals, emphasising the importance of creating an inclusive environment. It covers what reasonable accommodation means, how employers can make changes, and factors to consider when determining what accommodations are reasonable.

Reasonable Accommodation

Making reasonable accommodation helps organisations to confidently recruit, retain and support people with disabilities.

Case Study

As the Human Resources manager at our company, you have received a job application from Rafael, a highly qualified individual for the position of social media manager. Rafael has disclosed that he has dyslexia.
The role of social media manager involves creating engaging written and visual content for our online platforms. This requires strong communication skills, creativity, and proficiency in using various digital tools.
 

Consider the principles of ‘reasonable accommodation’ discussed in the previous reading and apply them to develop a comprehensive plan addressing various aspects of Rafael's needs to ensure a supportive and inclusive work environment. 

Consider the following:

• Communication Accommodations: Propose at least one strategy to facilitate effective communication during the recruitment process, to ensure a fair evaluation of Rafael's skills.
• Workplace Design: Identify at least one adjustment that can be made to the workplace environment, to support Rafael's needs and enhance accessibility.
• Flexible Work Arrangements: Devise at least one strategy for implementing flexible work hours or breaks to accommodate potential challenges related to dyslexia without disrupting overall productivity.
• Training and Awareness: Develop at least one initiative to promote awareness among the existing team about dyslexia and the specific accommodations in place.
• Long-Term Support: Propose at least one strategy for ongoing support and check-ins if Rafael is hired.

Supporting Neurodiverse Employees

The following video discusses neurodiversity and how line managers can support neurodivergent employees in the workplace. Dr. Naomi Humber, a clinical psychologist, provides insights into neurodiversity, its various conditions (autism, ADHD, Dyspraxia, Dyslexia), and the importance of supporting neurodiverse individuals in the workplace.

Watch: A guide for managers | Supporting neurodiverse employees (7:01 Minutes)

Key points in the video include the valuable contributions neurodivergent individuals bring, the benefits of a neurodiverse workplace, and practical adjustments managers can make to support neurodivergent employees.

Pre-Watch Question

Why is it important for organisations to celebrate and raise awareness of neurodiversity in the workplace?

Post-Watch Task

Make notes on the following:

1. How might open-plan offices pose challenges for neurodivergent individuals, and what adjustments can be made to address these challenges?
2. List three practical adjustments that line managers can make in an office environment to better support neurodivergent individuals.
3. Identify three values or benefits that neurodivergent individuals bring to the workplace.
4. What are some recommended communication strategies for line managers working with neurodivergent individuals?
5. Discuss the significance of assigning tasks appropriately based on an individual's neurodiversity-related preferences.
6. How does a neurodiverse team contribute to better decision-making and investments for an organisation?

The Social Model of Neurodiversity

People with learning disabilities have strengths and can do well at work. Success often depends on support from employers, family, and friends. It's also essential for the person to advocate for themselves.

Using a social model for neurodiversity means looking at how society can either make things harder or easier for people with learning disabilities in the workforce. It's about making the workplace more friendly and supportive for everyone, including those with learning differences.

Watch: Neurodiversity in the Workplace (3:21 Minutes)

This video is all about changing how we see and support neurodivergent people. Instead of trying to make them fit into what's considered "normal," the video suggests changing what we expect from society. Neurodivergent individuals, who think differently, can bring valuable strengths to organisations. Let's explore this shift in thinking and find simple ways to make workplaces more inclusive for everyone.

Pre-Watch Question

How does the social model of disability differ from the medical model?

Post Watch Task

The video outlines five ways to support neurodivergent employees. List each of these ways and provide a brief explanation for each. How do these strategies contribute to fostering a more inclusive and supportive workplace for neurodivergent individuals?

Check your learning from this topic by completing the quiz.

• Neurodiverse individuals face workforce challenges, encountering higher rates of unemployment, underemployment, and job discontinuity.
• Disability statistics, despite research challenges, offer insights into the employment landscape, informing labour market participation, rates, and income disparities.
• Lower employment rates result from limited opportunities and societal attitudes, not a lack of intelligence or ability.
• Reasonable accommodations are crucial, influencing an employer's responsibility to provide workplace modifications for equal employment opportunities.
• The Human Rights Act 1993 mandates employers to take reasonable measures, known as reasonable accommodation, to meet employees' needs.
• Removing barriers is essential to enable individuals with disabilities, including those neurodivergent, to contribute meaningfully to the workforce.
• A shift in thinking is encouraged, promoting friendly and supportive workplaces for everyone, guided by the social model of neurodiversity.