Agenda item

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 Convenor, had emailed the HR Business Partner prior to the meeting the recommendation to add onto Section 8 the Neurodiversity Policy, with the Committee’s approval, the access to work programme, which was set up to fund practical support to employees who had a disability or Mental Health condition.

A Member noted that during interviews, people would likely disclose more information about any of their conditions if they were in a comfortable environment.  Job interviews could be quite stressful, but if neurodivergent individuals felt comfortable, they would likely explain their requirements, and this would likely help them and the Council if mentioned earlier on in the hiring process.

On disciplinary matters, the Member stated it was important for the Council to be mindful of those on the spectrum who could struggle on what was or was not right; it would need to be black and white for those who would be part of the Neurodiversity Policy – be specific and direct.

The Strategic Director of Services explained, in terms of disclosure of any condition, the Council may invariably find it would be disclosed on the Pre-Employment Occupational Health form, but there was no guarantee the occupational health provider reviewing that form would disclose it to the Manager of the relevant team.

In terms of disciplinary matters, the Strategic Director of Services agreed that if the Council was aware of any conditions, it was important to set it out in black and white to highlight future expectations.  If adjustments had been made but  the level of performance and conduct fell short of what was then expected, Managers could take the reasonable action; it was important to set out what was expected of the employer and the employee.

A Member stated they approved of the Neurodiversity Policy and added one way to improve inclusivity was to highlight the relevant international days of recognition of the multiple conditions the Policy would cover.  The HR Business Partner explained awareness was something the Council promoted, though the recently appointed Employee Engagement Officer would make sure these awareness initiatives take more of a centre stage.

Moved by Councillor Vicky Wapplington and seconded by Councillor Rowan Clarke

RESOLVED that the report be noted.