In the first article in our neurodiversity series this week, our Managing Director, Ed Hutchinson urged the property sector to harness the untapped potential of young talent – particularly neurodiverse individuals—by advocating for the implementation of early access programs.
In this follow up piece, our Senior People Development Partner Samantha Jessop shares her personal experiences with neurodiversity and discusses how she and the HBD team are collaborating to create an understanding and accommodating workplace for all.
As with Ed, neurodiversity is something close to my heart. A few years ago, my six year old daughter experienced delayed speech; autism was initially discussed but then dismissed. Trusting my maternal instinct, I pursued a diagnosis, which we received in 2021.
My daughter’s journey resonated deeply with me; I recognised many traits and behaviours in myself. Seeking support from my GP, I faced similar dismissiveness. Ironically, one of the traits of autism is a need for clarity, which was hard to secure but finally, after much perseverance, I received my own diagnosis.
Assumptions around autism
Both experiences highlighted the broad assumptions and challenges around neurodiversity. This inspired me to encourage prioritising neurodiversity in the workplace, ensuring that anyone on this journey, or with family members on this journey, feels heard and understood.
At Henry Boot, known for its commitment to people and open mindedness, I found overwhelming support. I shared my experiences with colleagues, leading to a partnership with a local organisation that provided a neurodiversity webinar.
Introducing the session, many colleagues were surprised to learn I was neurodiverse, underscoring the importance of not making assumptions. The webinar fostered openness, encouraging more people to seek support at work. It sparked valuable conversations and brought forward colleagues with neurodivergent family members.
Actioning change
Turning talk into action, we reviewed processes to support colleagues. We added additional transparency in our recruitment portal, encouraging applicants to declare any support they need without fear of disadvantage. New hires complete an online questionnaire to flag support needs, ensuring line managers can make, and understand, reasonable adjustments.
Supporting line managers is crucial. We’re exploring training to maintain open conversations and address the wide ranging needs of neurodivergent colleagues. Each person’s needs are unique, and our approach reflects that.
I’m especially proud though of our people networks, including a new neurodiversity network. Set up by a neurodiverse colleague, it raises awareness, educates on suitable language, provides a supportive space, and advocates for inclusive policies. It also serves as a resource hub for learning materials and external support, showcases Henry Boot as a welcoming place for neurodiverse individuals, and ensures an inclusive recruitment process. It supports colleagues with neurodiverse family members, offering comfort and empathy.
Most important of all, is that we are listening to feedback so that we can make evidence based decisions, striving to make our workplace inclusive for all. Aligning with Ed’s vision, we aim to accommodate future talent, and I hope we can keep collaborating to ensure that we adapt our workplace to meet changing needs.
I feel so empowered and happy that I work somewhere that can so candidly discuss this subject and I am proud of our workplace’s commitment to learning and inclusion.