‘Universal Design’: A New Approach To Supporting Neurodiverse People

This guest blog post by David Birrell, Regional Secretary AA Section, forms part of a new series comprised of advice articles and op-eds aimed at spreading awareness about neurodivergence in the workplace and elsewhere.

While most people have a basic understanding of what it means to be “neurodiverse”, this doesn’t necessarily translate into appropriate accommodations in the workplace.

This is why I was eager to read a new report, published by the Department for Work and Pensions (DWP), which made a series of recommendations aimed at improving workplace inclusions for people with conditions like autism, ADHD and Tourette syndrome.

In the foreword, report co-author Professor Amanda Kirby, admitted that recruitment processes continue to “fail to recognise neurodivergent talent and thus may unintentionally exclude people who could be in work.”

I live with ADHD, dyslexia and dyspraxia and reading this report brought many old feelings flooding back.

I started my apprenticeship in the motor trade in 1978. Back then, nobody talked about neurodiversity. If you struggled, you were expected to try harder, concentrate more or simply get on with it.

It was only much later in life that I began to understand why certain things had always been difficult. That realisation was a lightbulb moment, but it also left me wondering how different things might have been if somebody had understood me earlier.

Through my work representing colleagues, I’ve seen people questioned about their performance or behaviour without anyone considering whether an underlying condition might be contributing to these difficulties.

I have lived the reality of being misunderstood, but reading about “unintentional exclusion” confirmed my feelings that many neurodiverse workers have faced unconscious bias, to the detriment of themselves and their employer.

What the neurodiversity report says

The report has made a range of beneficial recommendations to both policymakers and employers. Some are hyper-specific, whereas others are quite vague.

One of the main recommendations is to use a “needs-led” approach, which means providing accommodations based on the challenges faced by an individual within a given context.

This is valuable “because it recognises the significant overlap in how different forms of neurodivergent traits affect individuals”.

There is also a recommendation to move towards the Universal Design approach, which enables individuals to access differentiated support and resources without the need to modify existing circumstances.

What are the recommendations to employers?

• Adapt from a one-size fits all approach toward more tailored support that will help each individual.
• Use a triage model for adjustments to urgent needs and ensure accommodations are prioritised first.
• Use the phrase “performance optimisation” instead of adjustments so they are not thought of as special privileges.
• Ensure services are not introducing bias or exclusionary practices that could negatively impact neurodivergent people.
• Use data to monitor and identify gaps in representation.
• Co-design workplace improvements with neurodivergent staff and establish regular feedback sessions.
• Take guidance from set building standards such as PAS6463.

What is the Universal Design approach and how will it work?

Universal Design essentially means building flexibility and accessibility into workplaces from the beginning rather than waiting until somebody struggles.

According to the report it “benefits individuals, organisations, and the wider economy by embedding accessibility, reducing barriers, and enabling all employees to thrive.”

I welcome this approach wholeheartedly.

Clear instructions, accessible technology, different learning methods and better communication could benefit everybody, not just neurodivergent employees.

I’ve never wanted special treatment or lower expectations. I’ve worked hard throughout my career, gained qualifications and taken on responsibilities I’m proud of.

Neurodiverse people are not a burden to the workforce. Greater inclusion enhances skills retention and increases diversity, bolstering every workplace.

After almost five decades in the workplace, I’m glad policymakers and employers are finally listening to us and making much needed changes.

I just wish it had happened sooner.