The Linguist

@CIOL_Linguists AUTUMN 2024 The Linguist 25 FEATURES important to give people the benefit of the doubt. The UK Equality Act cites chronic difficulties in memory, communicating and learning as part of the definition of disability. 4 It is important to note that neurominorities have strengths too, and that supporting neuroinclusivity can be professionally beneficial for everyone. That is why there's an increasing focus on diversity rather than impairment, and why the language around neurodiversity has evolved to be neutral. Reasonable adjustments Each ND person is best placed to advise on what accommodations they may need, but best practice would be for companies to share commonly requested adjustments with a new employee or freelancer. The Equality Act stipulates that employers have to make "reasonable adjustments" if the following things apply: • The person is disadvantaged by something because of their disability. • It is reasonable to make the changes in order to avoid the disadvantage. • The employer knows, or should reasonably be expected to know, about the disability and the disadvantage suffered because of it. For instance, an ND interpreter, translator or client may request a private/confidential room with a window, free from interruptions, if they are claustrophobic or experience high anxiety. Other reasonable adjustments may include a second screen to facilitate information sharing; voice recognition software to support note taking; or regular movement breaks to re- focus and re-balance. The legal requirements partly depend on an organisation's ability to provide the accommodations, so if in doubt it is best to seek professional advice/guidance. A supportive environment Hiring processes and work environments in which individuals feel comfortable disclosing their disability are valuable. However, it is good practice to consider making reasonable adjustments for any applicant or employee. Even small changes to the work or working arrangements can make a big difference. For example, removing environmental stressors may help a translator or interpreter prepare themselves physically and mentally for an assignment. Reasonable adjustments can refer to any aspect of an individual's role or working arrangements. Examples could include: • Having extra time in an application assessment. • Being allowed to bring a supporter to an interview (for example, for a non-speaking autistic person); this supporter can assist with communication as well as being a familiar source of comfort. • Being sent interview questions in advance to have the opportunity to read and absorb them in a stress-free way. • Environmental flexibility, e.g. a dedicated desk in a quiet space; ability to book a meeting room for focused tasks, such as translating work; or sending directions, along with photos of the building entrance, meeting room and contact person, in advance of an interpreting assignment. • Being provided with assistive tech, e.g. a handheld organiser to help with time management; voice/text software; or dual monitors (with training on usage). • Role adjustments where non-core aspects of an employee's tasks are reassigned. • Flexible hours and remote working options (to reduce the sensory overwhelm of commuting or shared office spaces). If the help an individual needs isn't covered by the employer it may be possible to get support from Access to Work, such as for special equipment, adaptations, a support worker or a job coach. 5 For any organisation striving to create a neuroinclusive workplace, an important first step is to understand where they are now, create a plan of action, and then act on it, most importantly demonstrating their lasting commitment to progress. Key principles include: 7 • Creating an open and supportive culture where people feel comfortable talking about neurodiversity. Raising awareness among all staff of neurodiversity and the importance of an inclusive workplace can build understanding of other working styles and preferences. • Proactively considering neurodiversity in all 'people management' policies and interactions, as this is likely to benefit the whole team/workforce. • Inviting requests for workplace adjustments from everyone to 'normalise' the conversation. People can benefit from workplace adjustments for many reasons, and some won't know they're neurodivergent or may not want to share this information at work. • Flexible working to enable everybody to thrive. Wherever possible, focusing on outcomes more than 'how and where' people work. • Empowering ND voices and inviting participation; 'experts by experience' are often best placed to inform others. It is important to hold in mind that ND individuals are often specialist thinkers with an ability to problem solve, make connections, think creatively and see things differently. They are likely to add an additional competitive edge and dimension to a team's overall performance and the wider organisational talent pool. 6 Neurodiversity is vital for the future of work. By committing to provide a neuroinclusive workplace, and equality of opportunity and outcomes for all types of thinkers, organisations can ensure they don't get left behind. This article is intended for educational and informational purposes. If unsure, please seek professional/legal guidance. Notes 1 Doyle, N (2020) 'Neurodiversity at Work: A biopsychosocial model and the impact on working adults'. In British Medical Bulletin, OUP, 1-18, 135 2 Often referred to officially as Autistic Spectrum Condition (ASC). 3 'Neuroinclusion at Work' (2018) CIPD, London 4 https://cutt.ly/Uel8gyW4 5 https://www.gov.uk/access-to-work 6 See 'Neuroinclusion at Work Report 2024', CIPD; https://cutt.ly/Rel8g5jl; and 'Neurodiversity Toolkit' (2020) BDF, London, UK; https://cutt.ly/BDFtools 7 Ibid. A workplace for all

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