{"id":483963,"date":"2023-08-11T00:01:32","date_gmt":"2023-08-10T23:01:32","guid":{"rendered":"https:\/\/www.constructionnews.co.uk\/?p=483963"},"modified":"2023-08-11T12:55:31","modified_gmt":"2023-08-11T11:55:31","slug":"unlocking-the-power-of-neurodiversity-in-construction-a-call-to-action","status":"publish","type":"post","link":"https:\/\/www.constructionnews.co.uk\/skills\/unlocking-the-power-of-neurodiversity-in-construction-a-call-to-action-11-08-2023\/","title":{"rendered":"Unlocking the power of neurodiversity in construction: a call to action"},"content":{"rendered":"

Danny Clarke is commercial director of the National Federation of Builders<\/em><\/strong><\/p>\n

In a world where equality, diversity and inclusion have become central themes in discussions around the modern workplace, one facet often remains unexplored to the degree it should \u2013 neurodiversity. This vital aspect of human diversity, encompassing conditions such as ADHD, autism, dyslexia and dyspraxia, has been quietly ignored, despite an estimated one in seven people being neurodivergent in the UK<\/a>.<\/p>\n

\u201cThe very people who should know about people management practices simply don\u2019t\u201d<\/p><\/blockquote>\n

While progress is being made in recognising various forms of diversity, the challenges faced by neurodiverse individuals in the workplace still linger. Take for instance the statistic that suggests an astonishing 17 per cent of HR professionals admit uncertainty about the integration of neurodiversity into their people management practices. The very people who should know about people management practices simply don\u2019t. That\u2019s just not good enough.<\/p>\n

This lack of focus and attention, not to mention understanding, underlies why we decided to commission research into neurodiversity within our industry. It was an opportunity to explore past the anecdotes and try to understand the number of workers who identify as neurodiverse and then attempt to understand how as an industry we can be better placed to support our teams.<\/p>\n

Unique perspectives<\/h3>\n

Neurodiversity, at its core, redefines how we perceive cognitive differences. It challenges the notion of deficits, presenting brain variances as normal and valid. It\u2019s high time we recognise there isn\u2019t a \u201cright\u201d way for neurocognitive functioning. ADHD and autism aren\u2019t anomalies; they\u2019re unique perspectives that enrich our collective understanding. If we are to be truly innovative in our industry, then it\u2019s key for us to embrace cognitive diversity and create environments where people can thrive.<\/p>\n

Our report, which looks at neurodiversity in the construction sector, offers a perspective-altering lens through which we can attempt to understand the workforce. The numbers speak for themselves, with one in four construction workers identifying as neurodiverse. ADHD, autism and dyslexia emerge as the leading neurodiverse conditions, casting light on a spectrum of unique cognitive abilities these individuals possess.<\/p>\n

It highlights a genuine strength of the industry \u2013 the often overshadowed and overlooked support it provides. It\u2019s encouraging to observe that a notable majority of those who shared their conditions with employers encountered a nurturing atmosphere characterised by reasonable adjustments and supplementary assistance. Equally noteworthy, 76 per cent recounted positive interactions with their colleagues, underscoring the profound camaraderie deeply embedded in the construction sector.<\/p>\n

A need for awareness<\/h3>\n

However, amid these uplifting narratives, a disconcerting undertone surfaces: a considerable segment of workers who opt to conceal their neurodiverse conditions, driven by apprehensions of stigma and concerns about prejudice. This revelation should serve as a potent wakeup call, not solely regarding this specific issue but as a stark reminder of the pressing need to cultivate candid, supportive discussions across our work sites. It ignites an urgent call for heightened awareness and education. We must dismantle the silence that veils these and other conditions, replacing it with open conversations that nurture understanding and empathy.<\/p>\n

Diversity, as defined by the by the Chartered Institute of Personnel and Development , entails acknowledging the benefits of multiple perspectives in decision-making and the workforce. Inclusion, on the other hand, values these differences and fosters an environment where everyone can thrive, regardless of their background or identity. This inclusive environment is a legal obligation under the Equality Act 2010, which recognises neurodivergence as a potential disability, demanding the removal of barriers that hinder neurodiverse individuals.<\/p>\n

Missed opportunities<\/h3>\n

This is reinforced by the research that shows that many organisations really miss the mark when it comes to the hiring process. A staggering 75 per cent of construction workers claimed that neurodiversity was never broached during their hiring or onboarding, representing a missed opportunity to extend a welcoming hand.<\/p>\n

Traditional HR processes often clash with inclusivity goals. They\u2019re built around a stereotype of a \u201ctypical\u201d employee, inadvertently screening out neurodiverse candidates. Interviews, for instance, can become insurmountable barriers for those with conditions like autism. Non-traditional hiring methods, such as project-based assessments and collaborative group activities, offer a more equitable approach yet are often underutilised.<\/p>\n

The crux of the matter lies in creating an environment where employees feel comfortable disclosing their neurodiversity. This calls for a maintained commitment that\u2019s ingrained in the workplace culture \u2013 from hiring to ongoing efforts. Actions must speak louder than words; promoting genuine neurodiversity inclusion lays the foundation for trust and openness and more positive experiences on our sites.<\/p>\n

The key lies in fostering open dialogue. Early signposting, accessible resources and regular feedback mechanisms create a supportive environment. Training line managers to assist neurodiverse employees ensures the company is equipped to handle any conversation that may arise around neurodiversity as well as a raft of other conditions and behaviours that occur on site.<\/p>\n

Neurodiverse equals better performance<\/h3>\n

Encouraging neurodiversity is no simple feat, but the rewards are immense. Studies indicate that neurodiverse teams are 30 per cent more productive. A diverse workforce enhances innovation, creativity and productivity, leading to better business outcomes which are critical to success.<\/p>\n

What makes this report more than a mere collection of statistics is its call to action. It beckons us to embrace diversity not as a burden but as a symbol of untapped potential. The construction industry, often regarded for its resilience and innovation, must seize this chance to harness the unique skills and perspectives neurodiverse individuals bring to the table. By doing so, we unlock not only unprecedented growth and creativity but also enhance the wellbeing and job satisfaction of all workers.<\/p>\n","protected":false},"excerpt":{"rendered":"

Danny Clarke is commercial director of the National Federation of Builders In a world where equality, diversity and inclusion have become central themes in discussions around the modern workplace, one facet often remains unexplored to the degree it should \u2013 neurodiversity. This vital aspect of human diversity, encompassing conditions such as ADHD, autism, dyslexia and …<\/p>\n","protected":false},"author":1,"featured_media":483966,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"ep_exclude_from_search":false},"categories":[577,575],"tags":[],"yoast_head":"\n\n\n\n\n\n\n\n\n\n\n\n\n\n\t\n\t\n\t\n\n\n\n\n\t\n\t\n\t\n