Guidance on the organisation supporting neuro-inclusion

The goal here is to ensure the organisation itself is able to support all of the activities listed in the previous two sections. Over time, the aim is for this to disseminate through all areas of the business.

Building the bridge between neurotypical and neurodiverse

• With support from HR establish a behaviour charter with guidelines for respectful interaction.
• Train all members in giving and receiving feedback and using inclusive communication models.
• Set up a framework for resolving conflicts or misunderstandings related to neurodiverse behaviours.
• Case studies, with permission, create case studies in multiple formats of the journey of various board members,including those with neurodiverse conditions to be used in job adverts, internal and external publications to help others ‘see themselves’ in existing board members and effectively encouraging more diverse applicants with the aim of replicating this across the business once established.
• Inclusion groups, create voice and action groups for minority diverse employees to be able to feel less alone, express their own concerns and needs, understand where in the business they can go if they need further support. They can also feed into the relevant policy creation and monitor progress in line with HR departments of diversity initiatives.
• Policies, create and distribute companywide policies that support disabilities, neuro-inclusion and neuro recruitment there are sample policies on appendices 7 and 11 to support with this. Where possible, utilise ISO standards as a framework for these policies which will also support with auditing requirements. Although there isn’t currently a standalone ISO for neuro-inclusion, appendix 3 lists 6 current ISO standards that address the broader concepts of inclusivity.
• Share, any success stories with Co-ops UK to distribute among members and help with their journey.

Across the organisation

• Create a team of inclusion champions who support people at all levels in the organisation including board members with questions/concerns about neuro-inclusion. Ensure they are trained by external providers who have regular experience with issues around inclusion and can also provided training to the champions on how the navigate the Access to Work grant (appendix 5) application and ongoing process.
• Given the low numbers of Neurodiverse people in employment, an increase in the recruitment of board members outside of Co-op membership is recommended for the next three five years to enable parity.
• Ensure that information about the support available through the Access to Work Grant (appendix 5) is widely available throughout the organisation.
• Ensure support is provided by inclusivity champions to anyone that wants to apply for the grant.

This revised approach creates a more inclusive board and ultimately organisational environment, ensuring neurodiverse perspectives are valued and integrated at every level.