Issue - meetings

The HR Business Partner explained the purpose of the report was to seek approval for the implementation of a Neurodiversity Policy and was, like the Menopause Policy, designed to help create policy, increase awareness, and provide inclusivity at the Council.

There was a natural variation in thinking in society and conditions such as Autism, Attention Deficit Hyperactivity Disorder (ADHD), and Dyslexia could bring unique skills and perspectives to the workplace, including enhanced problem-solving abilities, creativity, and a high attention to detail.

The Neurodiversity Policy aligned with the Council’s commitment to diversity, equality and inclusion.  All employees deserved opportunities, encouragement and support to realise their full potential.  This would, in turn, provide a unique quality and skill set to the Council.

Key components of the Neurodiversity Policy were to raise awareness and education, tailor recruitment and hiring practices to provide inclusivity and accessibility, identify potential workplace adjustments, and provide an inclusive and supportive workplace where all employees could thrive.

The Chair stated the Unions’ point of view was that they favoured the implementation of a Neurodiversity Policy.

A Member expressed concern on the recruitment and interview process of potential employees; how would the Council as an employer react when a neurodivergent individual applied for a role.  The HR Business Partner stated it would be up to the individual whether they informed the Council or not, but if informed the Council could make any adjustments required.  One example was the ability to work in a quiet location.  Another was lowering the brightness of artificial lighting.

Awareness sessions were also key to encouraging responses to make these adjustments in the first place.  The HR Business Partner reiterated that diverse teams brought individual qualities and strengths to the Council; opportunities to bring other ways of working was important.  The Member noted it was excellent to accommodate all at the Council.

In response to questions from the UNISON Representative, the HR Business Partner stated the Council would be providing training, support, and awareness sessions.  The latter would highlight the capabilities of neurodiverse individuals, and these sessions could be comprehensive that Managers would not necessarily need further in-depth training.

In response to further questions form the UNISON Representative, the HR Business Partner explained the Neurodiversity Policy would provide enough adjustments so a recent fire alarm would not have had as an issue to those with sensory sensitivities.  Managers would also have flexibility to make work adjustments; a high level of detail on this may not be necessary (working hours are already adjusted regularly across the Council).

To a question regarding handling disciplinary matters towards neurodivergent individuals, the HR Business Partner admitted it was difficult to imagine a disciplinary action affecting conduct, but if it was a factor it would be part of the mitigation process for what had taken place; this would be factored into the disciplinary process.  It would likely be more of a factor to performance management, but this would be geared towards making improvements for the employee and workplace.

The Chair, as UNISON  ...  view the full minutes text for item 9