GM Neurodiversity Staff Network Standards

GM Neurodiversity Staff Network Standards FINAL- April 25

Introduction

Definitions

Neurodiversity is a reference to the natural diversity of human cognitive functioning; the fact that
we all have differently wired brains. This umbrella term, recognises that our society is made up of
individuals with more typical cognitive processing (Neurotypical) and individuals who diverge from
this societal typicality (Neurodivergent).

Neurodiversity recognises that individuals might have a profound difference in ability for different
tasks, both positively and negatively and that if we understand this, we can create environments,
products and services which accommodate everyone’s abilities and preferences, whether
neurotypical or neurodivergent.

It is estimated that around one in seven people are Neurodivergent and a growing number of
employers are beginning to include Neurodiversity as part of their wider Diversity &Inclusion
strategy, recognising emerging research that demonstrates the value of cognitive diversity in an
inclusive and accessible environment.
(Terms of Reference for the GM Neurodiversity and Learning disability Employer Network)

The working group recommends that each group considers its definition of neurodiversity to
describe who their group/network is aimed at. Some examples of neurodiversity can be found in the
links below.

cipd.org/guides/neurodiversity-work

geniuswithin.org/what-is-neurodiversity

We would strongly recommend that employers consult their own workforce about who the
neurodiversity staff network is for. Including decisions about whether it is a space for just the
neurodivergent person or also for allies and family members.

This group also acknowledges that sometimes neurodivergent employees may need specific support
or advice related to their specific diagnosis/ condition. In this instance, it is important for those
running the network to have contacts with condition-specific organisations. For example, if the
person is Autistic the National Autistic Society and if the person has ADHD the ADHD foundation and
so on.

Intersectionality

It is important to remember that neurodivergent individuals can come from diverse backgrounds
in terms of ethnicity, race, gender, and sexual orientation. Those people with intersectional needs
are often disadvantaged in multiple ways and so this has to be acknowledged by the employer and
active efforts need to be made to accommodate this.
Networks should actively seek representation from ethnically diverse individuals within their
organisation. Diverse perspectives and experiences are vital in creating an inclusive environment for
all neurodivergent employees.

Why is it useful to have a dedicated space for neurodivergent staff?

Because not all neurodivergent staff consider themselves as disabled but may experience challenges
in the workplace and disadvantages.

Why is it important that local authorities and health trusts create networks?

Because through the work of the GM Neurodiversity and Learning Disability Employer Network, it is
clear that well established staff networks offer valuable peer support to neurodivergent staff and
often contribute to more workplace satisfaction and retention. We feel that the statutory services
such as local authority and health trusts should be at the forefront of good staff support and should
be leaders in offering psychologically safe working environments.

Standards

1. Senior management buy in and support including willingness to join the group.
   
2. The network members will be drawn from different teams within each organisations/
   employer.
   
3. The group need to consider boundaries/ ground rules/ clarity about what can be done and
   what can’t?
   
4. The group should create a psychologically safe space for neurodivergent people to share
   their strengths and challenges but also acknowledge and respect individual conditions/
   needs. The group should also consider intersectionality with other protected characteristics
   as well as cultural competence and ensure that the neurodivergent person also has their
   other needs considered by their employer.
   
5. Clear governance should be developed and shared, including around the chat function.
   
6. There should be clarity on support available from the employer, for example is there
   secretariat support available? There should be use of internal communication systems so
   groups are not reliant on individual emails.
   
7. There should be clear parity with other staff networks.
   
8. There should be clear agreement from managers about time to attend and time to organise
   being within the working week.
   
9. Each network should decide if the network is also a place for family members and allies as
   well as neurodivergent people.
   
10. Confidentiality should be paramount and explicit.
    
11. Networks should develop clear Terms of reference or aims, for example, is the group mainly
    for support/ networking or will it also have a role in informing policy change?
    
12. If the latter, how is this supported by the employer and the policy teams within the
    organisation? For example, time allowed from day job, feedback loop.

GM Neurodiversity Staff Network working group members