How to Recruit, Retain and Promote Neurodiversity in Local Government: Insights from Vic Williams

74% of participants in a study about neurodiversity in the workplace reported that they have not disclosed their condition to their organisation. This is because they fear discrimination, feel that their promotion may be at risk, or feel that they are expected to perform as well as their colleagues without any accommodations.

A neurodiverse senior manager in the study expressed his concern, stating, “I don’t think anyone is really interested in my condition despite the rhetoric. Nobody is interested, they just want the HR strategy and that’s it.” This sentiment underscores the need for meaningful, inclusive strategies that go beyond policy and genuinely support neurodiverse employees.

Tile Hill remains committed to creating an inclusive work environment, hosting learning sessions aimed at encouraging conversations around neurodiversity in the public sector and helping local authorities, HR professionals and recruiters play a more proactive role in addressing the challenges that neurodiverse employees face.

Vic Williams returns as the guest speaker in Tile Hill’s latest session. As a speaker, consultant and advocate for dyslexic and ADHD professionals, his work has been important in championing a more inclusive world for all. Vic’s previous talks had focused on how organisations can create environments that are conducive to neurodiversity, but this latest session opened the floor to both HR professionals and neurodiverse employees, encouraging them to share their own experiences on both sides of HR initiatives aimed at neurodivergent inclusivity.

The session was led by Chantelle Wooldridge, Senior Consultant in the Executive Search team, and Anj Popat, Associate Director in the Interim Management team. Chantelle is passionate about supporting her clients with topical workforce issues such as inclusivity, while Anj is committed to seeing greater representation in the public sector.

Understanding Neurodiverse Conditions

Vic highlighted the importance of understanding neurodiverse conditions from both a technical and practical perspective. To foster a neurodiverse-friendly work environment, managers need to learn how neurodiverse brains function differently. This knowledge allows for empathy and tailored support, from understanding behaviours to recognising neurodiverse-specific stress triggers.

For example, during recruitment, offering neurodiverse candidates the choice to write or verbally record answers accommodates diverse communication styles. Breaking down lengthy questions into manageable chunks and allowing additional white space can help focus attention. Similarly, incorporating more conversational elements alongside competency-based questions can create a more supportive interview process, allowing candidates to showcase their skills in a less rigid format while still providing concrete examples of their abilities.

Vic also recommended practical adjustments to workplace routines. Many neurodiverse individuals benefit from structured breaks to refresh their concentration, yet 78% of participants in a study reported that their organisations did not offer comfort breaks during meetings. Incorporating 20-minute increments in meetings can significantly enhance productivity and engagement for neurodivergent employees.

Additionally, specific strategies for communicating with neurodiverse employees, such as keeping instructions simple and avoiding confusing language, can make a significant difference. For instance, when speaking with a dyslexic person, clearly stating and writing down names or instructions ensures clarity, as short-term memory retention can sometimes be challenging.

Understanding and Valuing the Lived Experience of Neurodiversity

Neurodiversity is more than a list of symptoms and a set of definitions. It encompasses a broad range of lived experiences that affect every aspect of life, from personal relationships to professional interactions. Many neurodiverse individuals navigate environments that are not designed with their unique needs in mind, leading to additional challenges. Neurodiversity affects all areas of life from relationships, hygiene, communication, to work life.

Neurodiversity is a complex topic, and each person’s lived experience and opinions differ significantly. The problem is doubled by people who say “Well, everyone has it,” which trivialises and dismisses neurodiverse struggles. Therefore, we must be open to hearing about the lived experience of our neurodiverse colleagues.

Opening the discussion to the floor, one attendee emphasised the impact of trauma on the decision to not disclose their neurodiversity, further complicating the experience of working in environments that lack understanding or accommodation. Despite these challenges, others shared positive stories about organisations that adapted processes to support neurodiverse employees, such as simplifying documentation to improve accessibility.

When you stop and listen to neurodivergent people, you’ll find that they have much to add to an organisation. Many top public speakers have ADD, excelling in cognitive and memory tasks while showing remarkable passion and resilience. When given the opportunity to contribute to environments designed with their needs in mind, neurodiverse employees can become some of the most valuable assets to an organisation.

Reducing Fear and Building Trust

A major hurdle in promoting neurodiversity is breaking down the fear of disclosure. Neurodiverse individuals often hesitate to share their conditions, fearing that they may face negative consequences. Organisations need to ask themselves: how can they create a safe space where neurodiverse employees feel comfortable sharing their needs?

Vic advocates for widespread education within organisations, ensuring that everyone—from employees to leadership—understands what neurodiversity is and how to create an inclusive environment. Regular discussions on the topic help normalise neurodiversity and reduce the stigma surrounding it. The more it is openly talked about, the less fear there is around disclosing neurodiverse conditions.

Furthermore, HR departments can establish neurodiversity champions—individuals who serve as points of contact for neurodiverse employees, facilitating conversations around accommodations that could improve performance and comfort. While neurodiverse individuals may benefit from coaching to better understand their own conditions, managers also need training on how to communicate effectively and empathetically with neurodiverse team members.

Promoting neurodiversity in local government and other sectors is not just about recruitment; it’s about retention and promotion. Neurodiverse individuals are creative, passionate, and highly motivated, and with the right support, they can thrive. By building inclusive cultures, offering tailored accommodations, and fostering open conversations, organisations can ensure that neurodiverse employees reach their full potential—benefiting not only the individual and their colleagues, but also the greater society. Through acknowledging the lived experiences of neurodiverse individuals, organisations are better able to understand the unique needs of the residents that they serve and set an example for a better standard of care for all.

Reflections from Chantelle

I was really pleased to co-host this discussion with my colleague Anj Popat. We had an impressive turnout and with a substantial portion of the population still undiagnosed, it’s important to continue the conversation, raise awareness and implement supportive measures for neurodiverse candidates.

Our discussion highlighted how a neurodiverse workforce can enhance creativity, productivity, and company culture. We agreed that to truly embrace neurodiversity, organisations will need to rethink some of their policies and procedures. In recruitment, this means removing unintentional barriers by adapting interview techniques, offering alternative assessments, and crafting inclusive job descriptions.

I'm eager to see how we can build on this momentum and drive real change both at Tile Hill and how we support our clients and candidates.

Tile Hill are always looking for ways to support their clients in workplace issues. If you require any further information or would like to discuss how your recruitment processes can be tailored to be inclusive for neurodivergent candidates, please feel free to reach out to our consultants at Tile Hill.