The massive increase in home working since the pandemic has brought well reported benefits to many. Of course, it’s not the solution for everyone – and indeed many simply don’t have the luxury of this choice and flexibility – but, on the whole, the move was, and (in spite of some return to the workplace rumblings) still is, positive.

For neurodivergent employees though, home working might have proven more beneficial for preventing loneliness – the stress and strain of always trying to ‘fit in’ – than employers could ever have anticipated. Not for everyone, of course. Again, it’s down to the individual.

But, on the whole, loneliness in the workplace can be huge for neurodivergent people. Many feel that people just don’t get them. Socials can be exhausting. There’s lots to process. Personally speaking, you’re always thinking things like; how should I behave, when should I buy a round, how do I make small talk. So, you end up over-thinking everything and attempting to mask your differences in the hope of fitting in. And then feel bad about yourself. This can add to loneliness.

Plus, you have to put so much energy into things like socials that you end up exhausted. Moods are impacted massively for neurodivergent people, but work doesn’t necessarily allow for that.

Social interaction challenges
Neurodiversity and neurodivergent are umbrella terms to describe alternative thinking styles such as dyslexia, dyspraxia, dyscalculia, autism and attention deficit hyperactivity disorder (ADHD). Approximately one in seven individuals has a neurodiverse condition.

Evidence shows that people with autism may find elements of social interaction challenging, such as making eye contact, tone of voice, shyness and social anxiety. This might help explain why only 22% of those with autism are in either full or part time work.

Many neurodivergent people have heightened senses, so social gatherings (including work) can feel like a “sensory assault” from which it might take a few days to decompress. Plus, they often have different social communication norms, such as being more direct or introverted than average.

This can sometimes lead to misunderstandings amongst colleagues. But, as said, everyone is different, as articulated clearly in this often used quote: ‘If you’ve met one individual with autism, you’ve met one individual with autism’.

In the workplace, neurodivergent people can feel totally overwhelmed, maybe get behind with work, struggle to network and feel like you’re not achieving your potential.

This might help explain why neurodiverse individuals report significantly greater incidences of stress, anxiety or depression and more likely to struggle financially than their neurotypical peers.

Home working just takes away all the extra noise. And things like Teams calls can be really useful. I remember practising saying something over and over before going to talk to a colleague face to face on a nearby desk. In Teams, you can have a post-it as a reminder and a prompt on your screen, even if it’s just to say ‘remember to ask how X is’.

The value of a network
I got involved with the neurodiversity network around three years ago. It was set up by someone with autism. I went along to an event at work where she was speaking and I just thought, that’s my life story. I recognised lots of things in myself – it was like a light bulb moment.

Also, I have a son diagnosed with ADHD, so I already felt I had some lived experience to share. As chair, I’ve been able to practise all the things that have beaten me in the past, like networking and being quiet in meetings.

From 70 members last year to 300 today, the network has grown hugely. I put this growth down to the members simply talking about their stories within the organisation. We don’t feel we need to be ashamed of – or hide – our differences. We’ve had 15-min speaking slots in internal Town Halls (companywide meetings) and we’ve been inundated with calls after.

How organisations can help

Listen and genuinely hear what employees have to say
Legal & General’s research found that employers might genuinely think they are listening – using  surveys and the like – yet there remain significant disparities between employers and employees when it comes to how well the organisation is doing on things like:

• ‘social wellbeing of all employees, wherever they are working’ (92% of employers said (net) ‘well’ in comparison to 65% of employees and 71% of line managers)
• ‘offering benefits and services that support diversity, equity and inclusion (DEI) goals’ (77% of employers said (net) ‘good’ in comparison to 57% of employees and the same percentage for line managers). *

So, try to supplement surveys with ongoing mechanisms that become part of the culture of the organisation. Things like storytelling, reverse mentoring and focus groups with those on the frontline.

Here are a few top tips to help ensure neurodiverse colleagues are heard:

• Share the agenda in advance
• Say at the start that you’d like everyone to use the raised hand function in virtual meetings. And whether face to face or virtual, say there is the option of coming back with thoughts after the meeting, along with how to do this.
• Break up information and keep emails short and to the point.

Make performance assessments and reviews less rigid
In a neurotypical world, everything is measured on how much we deviate from the standard. So, the neurodiversity network is currently working in partnership with HR to examine learning and development; aspects such as performance assessment and reviews.

For example, it’s typical in performance capability assessments that certain behaviours are red flagged, such as not joining in, preferring to work on your own and not always seeing things through to completion.

But it can take a little longer for neurodiverse people to process information, so in meetings it might look like we’re not contributing and being anti-social. In actual fact, the quietest person has probably done the most work. But by the time they’ve processed the information and are ready to contribute, the conversation has moved on.

Assessments should be based on ideas and what you bring to the table, not how loud you are.

Here are some tips on how to make improvements:

• Set really clear goals / objectives and revisit them regularly with the line manager.
• Chunk tasks under those goals / objectives. Performance issues generally occur because people aren’t doing what’s expected of them. But what’s expected isn’t always clear for a neurodiverse person. Breaking down tasks into steps – or chunking – can really help some people.
• Have regular check-ins throughout the year, to make the annual review less onerous.
• Ensure line managers are trained on typical neurodiverse behaviours. Perhaps consider reverse mentoring with a neurodiverse colleague.
• And don’t forget that line managers might be struggling too, as some will be neurodiverse and will need support too.

Attract neurodiverse talent, to help make work a better place
Work is so much better as a mixed team, in my opinion. Legal & General is working with GAIN (Group for Autism, Insurance, Investment and Neurodiversity) and the Diversity Project to drive change for better neuro-inclusion when it comes to recruitment, retention and development of neurodiverse talent within the industry.

In June, Legal & General launched what they believe is the industry’s first work experience programme designed primarily for neurodivergent young adults aged 16 to 30 years.

The broad age range recognises there is no work experience or training support available for such individuals after the age of 25.

16 participants took part in the initiative, which included coaching in how to look for jobs, CV writing, help with the interview process and answering questions, also speed mentoring to help people learn how to network. An official diagnosis was not required for eligibility. Four of the 16 participants were neurotypical, demonstrating whatever we do to support neurodiverse talent benefits everyone, regardless of whether they’re neurodiverse or neurotypical.

Aside from the investment of time, there is no significant cost attached to any of this. Plus, the simple changes outlined here could arguably be described as good business practice that would help all employees, whether neurodivergent or not.

*Legal & General Group Protection, Wellbeing at Work Barometer 2022 (1,005 senior managers or above in business with over 10 employees / and 1,040 middle managers or below in business with over 10 employees.