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(Not written by me) Does your company nurture neurodiverse talent? By Chi Chi Izundu 17 January 2020 How do you make your workplace more welcoming to neurodiverse employees, and ensure their talent is nurtured? David Joseph takes off his shoes, crosses his legs and tucks himself into an armchair. For the CEO of one of the biggest record labels in the UK - Universal Music UK - he's unassuming. Our interview is supposed to last 10 minutes, but nearly an hour later (and several reminders by his assistant that he has other meetings), David is still talking, with pride, about diversity. Because he wants change. He wants to talk about diversity, especially a hidden diversity that never really gets a look in on any conversation about difference - neurodivergence. "A defining moment was that I got a text from this artist about three days after I saw them," he says. "This artist has unquestionably changed culture, but the words [in the text] were in the wrong order. I always speak to this person, seen them a lot, worked with them for a long time, but this was the first time I've ever had a text from them. And then I realised why." Neurodivergence - also known as neurodiversity - is a term many people may not be familiar with. It refers to the community of people who have dyslexia, dyspraxia, ADHD, are on the autism spectrum, or have other neurological functions. According to the conciliation service ACAS, "these are 'spectrum' conditions, with a wide range of characteristics, but which nevertheless share some common features in terms of how people learn and process information". "Our artists, not all of them, certain ones, definitely think differently," says David. He's not just talking about Florence Welch or Billie Eilish - whose neurodiversity is well documented - he's talking about any employee at the label who is part of the creative process. An estimated one in seven people are neurodivergent in the UK but this isn't something that is routinely acknowledged in the workplace. "I need to reinforce that this is interwoven with all the other issues around diversity. It's not like we're picking this one over and above all the others," says David. This isn't about being nice and just giving people jobs. "There is an unconscious bias towards hiring people you think you'll get on with, share similar views, and dare I say it, might not be rebellious or cause dissent. I am a big fan of respectful outliers," says David. "I've been allowed to grow through this company and fundamentally be myself." After carrying out a fair amount of research, David and his HR team have produced a guidebook that more than 100 companies have expressed an interest in. It's cream coloured, to make it easier to read for people with dyslexia (the advice is to use dark coloured text on a light - not white - background, and sufficient contrast levels between background and text). It's full of simple graphics and isn't too wordy. The message is to stop focusing on things that neurodivergent people can't do and start celebrating what they are exceptional at. It's something that insurance company Direct Line, which actively recruits neurodivergent individuals, has been working on for some time. "There are so many different strengths that we hold, and I think it's easy to focus on the negatives but you get so much more when you focus on the positives," says Yvonne Akinwande. The 31-year-old marketing consultant says her employer recognises the need to ensure the working environment is suited to neurodiverse employees. She says that because of her dyslexia, she mixes up certain letters and doesn't easily recognise errors, such as spelling, punctuation and grammar. But the company has given her specific software to help with recording and writing up meeting notes. And even simple things, from the colour of her notepads to situating her desk in a quieter part of the office, has helped create a comfortable environment. More importantly, she feels that the more creative marketing role that she now holds suits her skill set more than the one she held previously. "In my previous role we would be audited monthly on our work. One of the things that would continuously come out was my grammar and spelling mistakes. We would need to send out formal correspondence to customers, and if they included car registrations, for instance, I would mix up letters. "All these things would mean I was marked down. It made me feel negative in terms of my capabilities, which is not normal for me because I am very confident and very positive about what I can bring to the table. "I needed a role that highlighted and praised the skills that I do have that can be beneficial to the company." Yvonne is co-lead of a neurodiversity strand that has been created within the business. Change your processes Intelligence agency GCHQ is proud of what it has described as its "mix of minds". "Without neurodiversity, we wouldn't be GCHQ," it says in a statement. It is another employer that actively recruits neurodivergent people, and has been doing so for more than 20 years. It is the ability to focus and find links and patterns, among other things, that is attractive about people in this community. The spy agency, which works alongside MI5, MI6 and law enforcement, will soon open a site in Manchester that has been designed with special adjustments to support neurodiverse staff. It already makes things like noise-cancelling headphones and voice-to-text and text-to-voice software available. "Some of our most talented and creative people have a neurodiverse profile - from autism spectrum condition to dyslexia, and from dyscalculia and dyspraxia. Our apprentices are three to four times more likely to have dyslexia than the national average," the statement says. GCHQ examples of workplace adjustments can include: Mind mapping software Noise cancelling headphones Voice to text/Text to voice software On-screen reading rulers GCHQ examples of typical adjustments at interview: Taking notes and mind maps into interview Having extra time to compensate for slower processing speed Not being asked multiple questions at the same time Using a whiteboard or flipchart to "car park" questions to return to later Recruitment agency Exceptional Individuals is made up of a team of neurodivergent individuals who understand the challenges that even a job interview can pose for people like themselves. They help with CVs, filling out applications, interview prep, and maintain a relationship with that person to make sure they have longevity in their job. They also work with businesses to help them make their workplace more inclusive, and educate and inform staff on working in a neurodiverse workplace. "Employers are using processes that are quite dated, which is screening talent out," founder Matt Boyd says. So, he says, if you are bad at spelling and get something wrong on an application form, you're not going to be considered for the job. "People with autism, for example, because of how they can communicate in an interview and how that's perceived, are often not considered for the role or taken onto the next round. "There are lots of challenges that people with ADHD, dyslexia, dyspraxia and autism come up against just because employers don't understand and don't have processes in place." And that process could be something as simple as how a job ad is worded. For Direct Line's Yvonne, key to getting her dream job was that the advert didn't specify something like: "Must be exceptional at written communication". "I am not exceptional at written communication," she says. "But it did ask for someone who's creative in their mind-set and likes to engage and work with other people. Skills that I possess." The Office For National Statistics doesn't break down unemployment by neurodiversity, so there are no specific statistics on unemployment among neurodivergent people. But according to the National Autistic Society, only an estimated 16% of autistic people are in full-time employment. Inexpensive reasonable adjustments Neurodiversity is protected under the Equality Act 2010, and according to the Department of Work and Pensions, an employer should make "reasonable changes" if someone discloses their neurodiversity. Making those changes doesn't have to be costly. The government's Access to Work Scheme allows employers to access money for any "extra disability related costs of working that are beyond standard reasonable adjustments people have when starting work or maintaining employment". But for David, back at Universal, as we chat, he smiles at the strides his company has made in this area. "Part of our job is to meet a lot of people. And we sometimes sit with them and notice that that was like the same person 12 times. They dressed the same, they talked the same. "And it makes me feel really proud of what we've got here. We really have created, without meaning to a 'come as you are and lets try and make you be the best version of yourself possible' policy. We're creatively curious." As singer Florence Welch wrote in the Universal Music UK guidebook: "It would be wonderful if people could walk into jobs and be honest about how they move through the world." Source: BBC News
(Not written by me) Brain power: how government can make the most of neurodiversity From long-standing initiatives in the intelligence services to new staff networks, training and work experience, the civil service is waking up to the benefits of a more neurodiverse workforce. Tamsin Rutter reports on what is being done – and what more is to come "When you’ve met one person with autism,” says civil servant Tia Shafee, “you’ve met one person with autism.” In a workplace setting, this means that every person with autism – or indeed other neurological differences – will require different levels and types of support, and will be able to offer different strengths. It also speaks to the importance of empowering all people to share their experiences, and of avoiding assumptions. As the civil service steps up its efforts to become the UK’s “most inclusive employer” by 2020, it has turned its sights to neurodiversity – which Shafee describes as being “about people who think and function differently, because neurodivergent individuals’ brains are wired slightly differently from the norm. It is part of the natural variation in human brains”. Shafee recently joined the Civil Service Disability Inclusion Team, which sits in the Cabinet Office and responds to the priorities of disability champion and Home Office permanent secretary Sir Philip Rutnam. On neurodiversity, these priorities include making the workplace adjustment service as user-friendly as possible; expanding the Autism Exchange Programme to give young autistic people experience working in government; and organising a series of events with KPMG to share cross-sector best practice on disability, including a session planned for October on neurodiversity. Shafee, who uses the pronouns they/them, also set up the Public Sector Neurodiversity Network in February 2017. Diagnosed with autism at 19, they went on to join the Fast Stream and founded the network after being a member of a couple of different departmental disability networks that didn’t feel quite right. “They are brilliant organisations, they do some really good stuff for disabled people,” Shafee says. “But one thing I found was it just wasn’t covering the different needs and community groups that neurodivergent people like myself were finding. “If your disability network is still focusing on getting access to rooms... or recognising mental health, that’s an incredibly vital job but it isn’t necessarily hitting the more complex managerial needs that a line manager managing someone with dyspraxia or autism or ADHD might find.” Shafee, for example, doesn’t work well with changes to their routine at short notice, so has asked to be told a week in advance if they will be required to travel to another office. They struggle with identifying their own behaviours and matching them to civil service competencies. “It takes particular awareness of that from my line manager to work with me to help me understand how I fit in that competency framework, how I’m phrasing things, how I can respond to it,” Shafee says. They also frequently work while wearing a headset (to counter noise sensitivity), use lilac paper (to counter light sensitivity), and have been given a laptop with software to tint the screen and do text-to-speech (to help with information processing). Sometimes they take advantage of the civil service practice to guarantee an interview to disabled job applicants who meet the minimum criteria for a role. The network, which now has more than 170 members, issues a quarterly newsletter with stories from neurodivergent people sharing their experiences and the adjustments they have in place, and organises events to raise awareness. It plans to link up with the newly created Civil Service Dyslexia and Dyspraxia Network, which encourages senior officials affected by these conditions to become role models and provides support and mentoring opportunities. Eventually, Shafee wants to be able to provide resources for neurodivergent staff and their managers, though not by duplicating the “fantastic” resources already out there, such as the Department for Work and Pensions’ online Autism and Neurodiversity Toolkit for staff and managers. ‘Dull uniformity would destroy us’ Rupert McNeil, chief people officer, supports Shafee’s network, and spoke at its inaugural event. He says it’s his job “to ensure that we are both attracting diverse talent and effectively utilising the skills of our existing staff”. “That’s why I am encouraging the civil service to focus on the strengths that neurodiversity can bring to an organisation,” he adds. “For example, people with dyslexia often possess advanced problem-solving skills and can be highly innovative, while many people with autism have enhanced perceptual functions and a keen eye for detail.” Some areas of government are further ahead on this than others: the intelligence services, for example, have long been known to promote neurodiversity to meet specific skills needs. In 2016, then- GCHQ director Robert Hannigan said his organisation had many staff on the autistic spectrum, describing them as “precious assets and essential to our work of keeping the country safe”. He added: “To do our job, which is solving some of the hardest technology problems the world faces for security reasons, we need all talents and we need people who dare to think differently and be different… dull uniformity would completely destroy us.” Parliament’s Intelligence and Security Committee, in a recent report on diversity in the UK intelligence community, highlighted best practice at GCHQ, MI5 and SIS (MI6) in recruiting and supporting disabled staff. It said GCHQ and SIS have launched “a comprehensive Neurodiversity Service, offering a range of support to GCHQ staff with dyslexia, dyspraxia or [an] autistic spectrum condition”, which has also been offered to MI5. The three agencies this year began participating in a programme to support disabled people into leadership positions, and they all run workshops on issues such as autism and Asperger syndrome, deaf awareness and visual awareness. The committee also said the intelligence agencies often enlist the support of members of their disability networks to test new IT infrastructure, something it argued should become common practice across the UK government intelligence community. A more coherent approach will enable individuals to hot desk or work at other sites or overseas, instead of relying on ad-hoc efforts to adapt and personalise systems, it said. The right opportunity Other parts of the civil service are also finding new ways to support neurodiverse staff. At the Home Office, employees with dyslexia, dyspraxia and autism run “train-the-trainer” workshops for line managers to help them better understand these conditions. HM Revenue & Customs has also run workshops on adapting recruitment processes and reasonable adjustments, and has consulted autistic people on the design and layout of the regional hubs staff will be moving into over the next few years. The Fast Stream has strong links with the workplace adjustment team, and also invites disabled candidates to visit its assessment centre prior to the date of their interview, which can help alleviate anxieties sometimes felt by people with neurodivergent conditions. Many departments take part in the Autism Exchange Programme, run by charity Ambitious About Autism, which aims to increase employment opportunities for autistic adults, just 16% of whom have full-time paid jobs in the UK. The programme was initiated in 2015 with HMRC and the Department for Work and Pensions and a cohort of five young autistic people. It has since expanded, with 22 people doing three-week paid work experience placements in eight different departments this summer. Deutsche Bank, Santander, and other companies including in the professional services, marketing and advertising sectors now also offer work experience through the scheme. Alison Worsley, the charity’s director of external affairs, says the breadth of roles available in the civil service make it a particularly good option for matching up the various skills of participants with employers’ needs. Autistic people can make great employees. Although she says it’s important not to generalise, Worsley says they’re often very loyal because they often don’t like change. Some find routine or repetitive tasks stimulating, while others bring different perspectives to bear when problem-solving. “It’s about finding the right opportunity for the right person,” says Worsley, which is “why work experience can be so beneficial”. She also says that neurodiversity is something that “people across the board have tackled least in terms of diversity”, and schemes like this one give the civil service a chance to become more neurodiverse. Part of it is about giving people the confidence to disclose protected characteristics and making them more aware of the adjustments available to them. The charity also offers training for line managers as part of the scheme. For Amy Walker, who was diagnosed with Asperger’s aged 12, the Autism Exchange Programme was a perfect opportunity. She wants to join the civil service: “I have always had a ‘special interest’, as we say in the autism world, in politics, legislation, government policy,” she says. But Walker has previously tried applying for Whitehall jobs including the Fast Stream, and says she’s sometimes tripped up by the situational judgment questions that are looking for evidence of flexibility and adaptability – not usually core strengths for autistic people. She plans to keep trying, and had the chance to get tips and employability training from a Fast Stream psychologist during the two-week placement she did at the Department for Business, Energy and Industrial Strategy last year. She spent the two weeks researching the nuclear industry and putting together a briefing document for civil servants new to BEIS’s nuclear commercial team. The experience helped her build confidence, and attracted her to the culture of the civil service, which is “easier to read” than some other workplaces. There are barriers to employment for Walker – some social interactions cause anxiety and “it takes me longer to adapt to new situations” – but these are counterbalanced by her analytical, admin, data and IT skills, she says. With organisations like the civil service waking up to the opportunities of a more neurodiverse workforce, Walker is optimistic that things will get easier for autistic jobseekers. She’s even developed a website, neurodiversityworks.uk, to collate and disseminate opportunities for neurodivergent people. ‘Embrace difference’ David Buck, a member of the One Team Government movement who works at the Department for Environment, Food and Rural Affairs (which has launched a neurodiversity staff network of its own), believes the civil service has come a long way since he joined in 2000. Back then his manager, “unbeknownst to me at the time, had an objective to improve my spelling”, Buck says. His manager didn’t know that he was dyslexic. “What can I say… they didn’t do well on that objective.” Buck remembers disclosing his dyslexia and his type 2 bipolar disorder at the same time. “I was advised not to mention it, not to bring it up,” he says. “And for me, at that time this was the right thing, not just because of the prevailing culture of the civil service at the time – which reflected how things were in 2000 – but also for me personally. It meant that I could just get on with things.” It had only been a few years since Buck’s condition led to him being hospitalised three times while at university. In around 2010, he began to tell more people at work, opening up first to close colleagues and eventually getting to the point where, “I don’t mind chatting about what happened to me and my journey”, he says, adding that it was “a massive relief”. Buck joined Defra’s mental health staff network, Break the Stigma, where he volunteers as a “buddy” for people who need support. He has also now starting ticking “the diversity box on the internal staff system”, something which – like many people with disabilities – he avoided doing for a long time. Buck says the civil service’s commitment to diversity can only be a good thing, but he fears that an over-concentration on measurements and targets may sideline real efforts to make change. “It seems to be simple to me – just embrace difference, look for it, actively seek it out, listen to it, and keep working out what privileges you have,” he says. He adds that the “pace of work in the civil service can be quite astounding”, making it difficult for neurodivergent people to settle, but also that there are “thousands of people out there to support you”. Buck recently responded to a call from Shafee’s network to lead a session on neurodiversity for an audience of Fast Streamers. “I’ll be talking about difference, about how we’re all individuals and how the more comfortable we can get in explaining our difference the better,” he says. “Understanding and appreciating different people’s perspectives is what makes a good civil servant.” Source: Civil Service World