How might technology be used in workplaces to meet the needs of neurodivergent people? This is the question addressed by University of Bath mechanical engineering undergraduate Sam Stephens in his final year project sponsored by BIM4Water
It has long been recognised that having a diverse workforce can bring about significant benefits for an organisation.
Consequently, over recent years we have seen a growing movement towards corporate initiatives aimed at addressing an imbalance in characteristics such as gender and age.
But what about other forms of diversity, such as neurodiversity?
Speak to anyone trying to fill a vacancy in their organisation, and they will tell you about the current challenge around recruitment.
Within the water sector, many of us will have experienced problems in resourcing live projects in AMP7 and with AMP8 fast approaching, there is rising anxiety within the sector around how we find the people with the skills for these new roles.
With this in mind, it is quite harrowing to know that despite studies showing that employees with autism spectrum disorder (ASD) are between 48% and 140% more productive than neurotypical colleagues (Giannantonio & Hurley-Hanson, 2022), only 29% of people with ASD are employed (Office for National Statistics, 2022).
Clare Taylor, national rehearsal lead MWH treatment and chair of BIM4Water, said: “The water sector is in a huge resource deficit; however, when you look at the facts and figures, are organisations adapting enough to realise everyone’s full potential and the answer is clear – no! The sector needs to focus on equity and empowerment, remove barriers and realise the value in making small adjustments.”
What is preventing neurodivergent people entering the workforce and how might technology be used to help address some of the barriers this community might be facing? This is the question addressed by University of Bath mechanical engineering undergraduate Sam Stephens in his final year project sponsored by BIM4Water.
What is neurodiversity?
“Neurodiversity” was first coined by Judy Singer in 1998 to recognise that individuals interact and process the world around them differently. The umbrella term neurodiversity is currently split into two categorisations: neurodivergent and neurotypical.
Neurotypical refers to people whose brains develop and learn similarly to peers, while neurodivergent people, such as autistic or dyslexic individuals, learn and develop differently.
Although it is recognised that those with neurodiversity may struggle in certain contexts and with certain tasks, strengths in other areas include memory, innovation, creative thinking and entrepreneurialism (Doyle, 2020). Legally, employers must make reasonable adjustments for workers with disabilities, physical or mental health conditions to ensure they are not disadvantaged in the workplace.
These might include altering the hours worked or training provided, allocating some of the worker’s duties to another individual, or acquiring or modifying equipment.
The research aimed to understand how technology could be used to support neurodivergent workers and promote individual strengths.
How might technology help neurodivergent workers?
Based on the literature and engagement with the neurodiverse community, Sam created novel technology solutions which might be useful in creating equitable workplaces.
These included:
- In-Person Do-Not-Disturb: RAG status wearable technology.
- Email sentiment translation: Clarifying key messages and tone.
- Watchable emails: Utilising avatars to convey emails.
- Gamification of tasks: Using reward and gratification for completing tasks.
- Auto to-do list: Driving productivity by providing lean task lists.
The ideas were circulated to individuals with experience working in offices, including a number associated with the water sector.
These individuals were asked to assess the ideas based on whether the ideas were practical, whether they could be applied outside a neurodiverse context and whether they had any concerns in relation to this approach.
The findings highlighted three key points
Firstly, the potential of technology to create equitable workplaces – a source of productivity tools making everyday tasks more accessible.
Secondly, that there is not a “one-size-fits-all” idea that can support everyone but rather that having a host of tools for individuals to access would fundamentally improve the workplace experience for all.
Perhaps the most important finding was that adjustments need to be provided from the moment a job is advertised.
By developing more inclusive and accessible hiring processes, organisations can ensure that they see the best version of each candidate and do not overlook highly valuable talent.
Bringing neurodivergent-centred ideas that tackle current workplace practices is fundamental to feeding into equitable workplaces due to the significant under-employment of neurodivergent workers.
Explore the impact of current workplace practices on neurodivergent workers and how technology can be used to reduce barriers to success.
Let us call out the shortcomings in the employment system and understand how the water sector can make small adjustments to better engage with a wider resource pool for AMP8.
Sam Stephens’ dissertation will be available on the BIM4Water website after publication.
Acknowledgements
BIM4Water is a voluntary UK Water Industry forum for those involved in the management and delivery of water and wastewater assets. The Centre for People-Led Digitalisation is one of five research centres funded under Made Smarter Innovation Programme, delivered by UK Research & Innovation and led by the University of Bath.
BIM4Water and Made Smarter Innovation: Centre for People-Led Digitalisation, formed a collaborative partnership in late 2022. Sharing a common vision, the partnership between the two organisations is to improve adoption and the acceptance of new ways of working by putting people at the forefront of digital technology development and implementation.
Simon Frampton (resourcing programme manager, Wessex Water)
Chair
BIM4Water Skills & Culture Task Group
Tel: +44 (0) 20 3567 0950
