Neurodiversity universal design for HR
| Universal design principle | Designing: avoiding structural exclusion by focusing on performance output, not input | Hiring: ensuring all candidates can perform at their best during the process | Contracting: terms and conditions of employment to increase access | Training: inclusion in standard | Performance review: optimizing success with inclusive delivery | Well-being: adapting standard well-being services to support NM needs |
|---|---|---|---|---|---|---|
| Equitable Use | Job design to avoid social constructs in “essential” criteria, such as “team skills” for jobs where performance will be independent | Use of work sample tests to measure performance in the actual role, rather than social expectation loaded interviews or proxy measures such as timed intelligence tests | Make provision for:
| Ensuring access to standard training through best practice in preparation and delivery for all in-house provision, details as below | Provision of personal performance training as standard company offer, e.g. time management, planning, prioritizing and other performance issues common to NM, but also relevant to a wide range of employees and newly promoted | Ensuring a variety of well-being (WB) initiatives, including physical health as equal to mental health. Build access to WB supports into standard onboarding and reviewing protocols so that it is standard |
| Flexibility in Use | Craft roles for specialists as well as generalists, for example permitting senior roles without supervision responsibilities | Offer a menu of adjustments as standard, which signals that organizational intentions are welcoming of difference. Invite candidates to contact recruiters if they would require time extensions, or location flexibility, for example | Providing flexible options for standard systems such as frequency of supervision and feedback, which may need to be increased during onboarding for some neurominorities | Adjustable pace in learning program, allow additional time for preparation and any post-training testing | Permit mentors in performance reviews, provide feedback written in advance to allow reflection. Appraisal scoring to avoid penalizing where employees excel in specialist areas but are average in others | Ensure well-being provision incorporates specialists, as standard advice may not be appropriate for some NMs who have additional cognitive and medical needs |
| Simple and Intuitive Use | Over time roles develop “creep” and become overlaid with sometimes inconsistent responsibilities. Regular review of performance output variables and tram structures helps to ensure that jobs are designed simply and intuitively in line with the business goals | Clear instructions on how to complete application and what to prepare for assessment using simple bullet points or numbered steps | Well laid out terms and conditions, signposting to relevant policies and procedures, covering note, use Flesch Kincaid score to assess language accessibility | Consistency of formatting and training scheduling to avoid confusion or absence | Standard format for assessing and reporting performance that is consistent and clearly communicated in advance | Well-advertised provision with referral routes clearly presented in simple step-by-step format |
| Perceptible Information | Role descriptions to be accessible in format, e.g. multi-sensory, adjustable text size/background color, printable, editable Language to be behavioral and output driven, avoiding nuance and interpretation such an “influencing skills” | Application process in accessible formats, e.g. multi-sensory, adjustable text size/background color, printable, editable | Understanding the additional needs for psychological contract – what seems obvious may need to be explicit to avoid misunderstandings. Multi-sensory options for ensuring policy compliance, e.g. safeguarding videos Written contract in accessible format | Materials to include accessible written pack and opportunity for discussion, reflection and action before completion of training | Feedback to be factual and not interpretative, guidance and training provided to supervisors about reporting performance feedback clearly with examples | Transparency on purpose of well-being initiative, ensure that it is perceived as optional help rather than mandated acquiescence – many NM people have had negative experiences with mental health practice |
| Tolerance for error | Ensure that safety, risk and client-facing deliverables have second checks built into the role design to reduce the need for 100% accuracy | Allowing candidates to review and edit application information before online submission. Encouraging applicants to pause or take breaks in interviews if required. Giving clear instructions on directions and login details, as many NMs have significant impairments in way finding. Do not penalize this specifically | Standard contract process to include review verbally as well as written, give opportunity to ask questions | Set a tone in training for the permission of “silly questions” and create an environment of positive regard. Permit multiple attempts at knowledge tests and allow practice tests | Allow for appeal or negotiation where performance ratings resulted from misunderstanding | Create feedback loops for employees to submit their experiences, both negative and positive, to ensure employee voice is captured and acted upon |
| Low physical effort | Understand the additional burden on commuting and busy workspaces for NMs, for some this causes physical pain and extreme fatigue, leading to poor performance. Design with minimal sensory load and travel requirements in mind | Provision of assistive technology or materials in formats compatible with AT. Consider timing of interviews and offer flexibility around location and need to commute in rush hour | Create as much time as possible for reviewing and competing the contracting process to avoid slow processing speed anxiety | Use of AT and regular comfort breaks | Breaks provided to accommodate sensory overwhelm and aid slow processing | Proximity of support to reduce travel, ensuring well-being services also meet multi-sensory design and AT compatible standards |
| Space and size for approach | Similarly to the above, seek specialist input into the design of workspaces and where possible allow flexibility or compromise (shifts) in attendance on busy work sites | Match the environment to the job performance so that you can assess in context, with the caveat that there should be a quiet environment for preparation and recruitment tasks as there is likely to be additional anxiety for NMs | Defined location of work station, provision of dual monitors, sit stand desks and acoustic barriers as standard options in contracts | Flexibility around onsite versus remote delivery, group size and familiarity | Performance reviews to be conducted in friendly location and quiet, calm environment, with sufficient notice of who will be present | Flexibility of access remote via app, video, phone or face to face. Avoid reliance on single delivery method |
| Universal design principle | Designing: | Hiring: | Contracting: terms and conditions of employment to increase access | Training: inclusion in standard | Performance review: optimizing success with inclusive delivery | Well-being: adapting standard well-being services to support NM needs |
|---|---|---|---|---|---|---|
| Equitable Use | Job design to avoid social constructs in “essential” criteria, such as “team skills” for jobs where performance will be independent | Use of work sample tests to measure performance in the actual role, rather than social expectation loaded interviews or proxy measures such as timed intelligence tests | Make provision for: remote working; flexible hours; general reduction in commuting obligations; standard features in all employment contracts where feasible | Ensuring access to standard training through best practice in preparation and delivery for all in-house provision, details as below | Provision of personal performance training as standard company offer, e.g. time management, planning, prioritizing and other performance issues common to NM, but also relevant to a wide range of employees and newly promoted | Ensuring a variety of well-being (WB) initiatives, including physical health as equal to mental health. Build access to WB supports into standard onboarding and reviewing protocols so that it is standard |
| Flexibility in Use | Craft roles for specialists as well as generalists, for example permitting senior roles without supervision responsibilities | Offer a menu of adjustments as standard, which signals that organizational intentions are welcoming of difference. Invite candidates to contact recruiters if they would require time extensions, or location flexibility, for example | Providing flexible options for standard systems such as frequency of supervision and feedback, which may need to be increased during onboarding for some neurominorities | Adjustable pace in learning program, allow additional time for preparation and any post-training testing | Permit mentors in performance reviews, provide feedback written in advance to allow reflection. Appraisal scoring to avoid penalizing where employees excel in specialist areas but are average in others | Ensure well-being provision incorporates specialists, as standard advice may not be appropriate for some NMs who have additional cognitive and medical needs |
| Simple and Intuitive Use | Over time roles develop “creep” and become overlaid with sometimes inconsistent responsibilities. Regular review of performance output variables and tram structures helps to ensure that jobs are designed simply and intuitively in line with the business goals | Clear instructions on how to complete application and what to prepare for assessment using simple bullet points or numbered steps | Well laid out terms and conditions, signposting to relevant policies and procedures, covering note, use Flesch Kincaid score to assess language accessibility | Consistency of formatting and training scheduling to avoid confusion or absence | Standard format for assessing and reporting performance that is consistent and clearly communicated in advance | Well-advertised provision with referral routes clearly presented in simple step-by-step format |
| Perceptible Information | Role descriptions to be accessible in format, e.g. multi-sensory, adjustable text size/background color, printable, editable | Application process in accessible formats, e.g. multi-sensory, adjustable text size/background color, printable, editable | Understanding the additional needs for psychological contract – what seems obvious may need to be explicit to avoid misunderstandings. Multi-sensory options for ensuring policy compliance, e.g. safeguarding videos | Materials to include accessible written pack and opportunity for discussion, reflection and action before completion of training | Feedback to be factual and not interpretative, guidance and training provided to supervisors about reporting performance feedback clearly with examples | Transparency on purpose of well-being initiative, ensure that it is perceived as optional help rather than mandated acquiescence – many NM people have had negative experiences with mental health practice |
| Tolerance for error | Ensure that safety, risk and client-facing deliverables have second checks built into the role design to reduce the need for 100% accuracy | Allowing candidates to review and edit application information before online submission. Encouraging applicants to pause or take breaks in interviews if required. Giving clear instructions on directions and login details, as many NMs have significant impairments in way finding. Do not penalize this specifically | Standard contract process to include review verbally as well as written, give opportunity to ask questions | Set a tone in training for the permission of “silly questions” and create an environment of positive regard. Permit multiple attempts at knowledge tests and allow practice tests | Allow for appeal or negotiation where performance ratings resulted from misunderstanding | Create feedback loops for employees to submit their experiences, both negative and positive, to ensure employee voice is captured and acted upon |
| Low physical effort | Understand the additional burden on commuting and busy workspaces for NMs, for some this causes physical pain and extreme fatigue, leading to poor performance. Design with minimal sensory load and travel requirements in mind | Provision of assistive technology or materials in formats compatible with AT. Consider timing of interviews and offer flexibility around location and need to commute in rush hour | Create as much time as possible for reviewing and competing the contracting process to avoid slow processing speed anxiety | Use of AT and regular comfort breaks | Breaks provided to accommodate sensory overwhelm and aid slow processing | Proximity of support to reduce travel, ensuring well-being services also meet multi-sensory design and AT compatible standards |
| Space and size for approach | Similarly to the above, seek specialist input into the design of workspaces and where possible allow flexibility or compromise (shifts) in attendance on busy work sites | Match the environment to the job performance so that you can assess in context, with the caveat that there should be a quiet environment for preparation and recruitment tasks as there is likely to be additional anxiety for NMs | Defined location of work station, provision of dual monitors, sit stand desks and acoustic barriers as standard options in contracts | Flexibility around onsite versus remote delivery, group size and familiarity | Performance reviews to be conducted in friendly location and quiet, calm environment, with sufficient notice of who will be present | Flexibility of access remote via app, video, phone or face to face. Avoid reliance on single delivery method |