Milliken launches actionable guide to designing a neuro-inclusive workplace.

As a leading flooring designer and manufacturer, Milliken Flooring understands it needs to be at the forefront of the most pertinent themes informing workplace design.

This is why it sought to understand better how to design a Neuro-Inclusive workplace and how its expertly produced flooring products can help in facilitating this. It became apparent there were some gaps in understanding and guidance in this area. Milliken therefore commissioned Henigan Consulting Group (HCG) to carry out research and produce a practical report on how workplaces can be improved for everyone.

With the aim of raising awareness and understanding of the specific needs and requirements of a neurodiverse workforce, Milliken shared the findings and recommendations.

In the White Paper HCG distils its expertise in designing workplaces and cultures, and with the independent market research agency Sapio Research provides a practical, actionable guide for creating Neuro-Inclusive workplaces.

Methodology

HCG used the latest research on neurodiversity in business, with sources including academic research papers, output by charities for neurodiversity and research by companies with expertise in specific areas of design. This has been layered with personalised insights from a series of qualitative interviews by participants who shared the details of their experiences of being neurodivergent in workplaces built for the neurotypical.

Milliken shared that the participants’ real-world experiences have "provided an invaluable addition in converting academic theory into cost-effective, practical solutions to improve the workplace experience for all."

Given that sensory overwhelm is often felt more keenly by neurodivergent people, HCG has examined the workplace through the lens of the senses, exploring how simple adaptations can improve comfort, focus and efficiency for all that use a space.

Section 1. Neurodiversity explained

Neurodiversity refers literally to the breadth of human cognitive functioning - a blanket term that exemplifies the continuum of differences in ways that individual brains can function. The concept was pioneered by the sociologist Judy Singer as a way to describe brains that function differently to those seen as ‘typical’, or now referred to as ‘neurotypical’. These differences are on a sliding scale and can cover many different diagnoses and conditions, professionally referred to as ‘neurotypes’.

The term neurodivergent is used to describe individuals with one or more of these neurotypes and also includes a range of neurological challenges related to environmental causes.

It is important to remember we all have unique brains, and so whilst it can be helpful for us to understand common traits in a particular condition or neurotype, neurodivergence is infinitely varied and so even two people with the same neurotype will experience things differently.

Section 2. Why does designing a neuro-inclusive workplace matter?

Worldwide, it is estimated that "between 15% and 20% of the population is considered to be neurodiverse. Historical trends have shown that neurodivergent people have been disadvantaged in terms of employment. Unemployment rates among neurodivergent people can be as high as 40% and up to eight times the rate of those who are neurotypical", Milliken shares.

Section 3. Challenges

The challenge comes with creating workplaces and working norms that allow neurodiverse workers to thrive. Indeed, many workplaces prove to be environments that are exceptionally challenging for those that struggle to focus or deal with distraction, regulate emotion, cope with exposure to multiple stimuli or communicate immediately and effectively. This has been heightened by the recent changes towards hybrid and remote working.

HCG has noticed throughout their post-pandemic work that the fight to keep ‘home working’ is often about the ability to control the immediate environment, control how accessible we are to others, and the ability to do focused, uninterrupted work.

In summary

When designing a neuro-inclusive workplace it is "essential to consider choice, flexibility, and autonomy to attract and retain top talent that may otherwise go elsewhere", Milliken comments. Workplaces that provide a variety of settings to suit a range of preferences, coupled with a culture that enables choice and autonomy about where people are when they do their work (rather than prescribing a ‘fixed’ model), empowers all colleagues to self-manage their own preferences and needs.

"Success comes with creating an office that removes the need to ‘work from home’ as a coping strategy to get work done and makes it a choice. This benefits all the neurodivergent people that make up a dynamic workforce; maximising productivity and comfort whilst fostering a sense of inclusion and accessibility."

The full paper can be read here. Do you have something to add? Let us know over on LinkedIn.