A preliminary guide endeavouring to help to reduce discrimination involving neurodivergent staff is provided in Table 1. This guide was developed from the discussion above, which was itself informed by a traditional review of the literature. The guide offers practical, evidence-based ways in which to promote social justice through work environments that are inclusive of neurodivergence.
Table 1.
Preliminary Guide for Redressing Discrimination Against Neurodivergent Employees.
1. In defining the policy problem, policymakers need to recognise mental bias, legislative shortcomings and silence as key facilitators of neurodivergence discrimination in the workplace.
2. Employers should introduce affirmative action (i.e., quotas) to redress the prospects of discrimination involving neurodivergent applicants in the hiring process.
3. Undertake HR policy reforms that attempt to address the issue of non-disclose by encouraging a culture where people are safe to openly talk about neurodivergence.
4. Support workplace cultural reforms wherever needed so that managers and others are encouraged to be open minded, flexible and respectful on the topic of neurodivergence.
5. Provide mandatory training for new and current employees about the harmful impacts of mental stigma and discrimination and let it be known that such attitudes and behaviours will not be tolerated.
6. Inform neurodivergent staff about their rights not to experience discrimination as well as the process for reporting such perceived behaviours.
7. Ensure that job selection panel members are aware of their responsibility not to discriminate against neurodivergent applicants and to reasonably accommodate
these persons throughout the hiring process wherever needed.
8. Counsellors to inform staff about the planned disclosure of neurodivergence and its benefits in terms of enabling access to reasonable accommodations that might be required.
9 Explore the role of the IPS disability employment support model in assisting clients to confidently and safely disclose their neurodivergence should they desire to do so.
10. Invest in research that explores the possible ways in which greater contact between neurotypical and neurodivergent staff members might be achieved.
11. Promote a culture where diversity and inclusion are openly celebrated and neurodivergent employees (including those at an executive level) are safe to disclose their neurodiversity should they wish to.
By Damian Mellifont PhD
(Source: Mellifont, 2021, pp.67-68). Mellifont, D. (2021). Facilitators and Inhibitors of Mental Discrimination in the Workplace: A Traditional Review. Studies in Social Justice, 15(1), 59-80.
