Recently, UK department store John Lewis Partnership announced that they would be publishing their interview questions for all of their roles online for everyone to be able to access prior to their job interview.

This has since sparked an interesting debate over whether this move will catalyse a new trend for employers everywhere to consider doing the same. There are an array of positives that could come from having interview questions readily available to potential candidates, but there are also some potential drawbacks that should be considered too.

So, what are the pros?

  • Having preview questions available for candidates can be so helpful for those who have the correct skills and experience but may struggle to convey this clearly in an interview setting. This is especially true for those who are neurodivergent, as traditional interview methods are known to not be considerate or inclusive of neurodiverse needs.
  • Interviews can tend to focus solely on experience, skills, and competency, but having set questions can allow the employer to make room for questions that focus on value alignment, too. This helps hiring managers get a real sense of who the candidate is beyond their qualifications.
  • From an internal perspective, having pre-set questions creates consistency across the hiring process, and mitigates the risk of subconscious bias, as all questions have been pre-approved and are given to all candidates.

However, there are some potential obstacles to consider:

  • If candidates can pre-prepare answers, then this can hinder the organic element of an interview – and potentially offer a further advantage to those individuals who can answer template questions well. There is also the potential issue of candidates using AI to generate ‘ideal’ answers to these questions, but later when hired, employers may find that a candidate oversold their experience and skillset.
  • Another thing to consider is whether or not employers are updating the questions they ask on a regular basis. If not, then it is likely that candidates will be able to access forums with generalized answers that could essentially be copy and pasted, running the risk of making interviews less about getting to know someone and more of a standardized, mechanical process.
  • Having questions set in stone can potentially limit candidates in what they might want to discuss or certain qualities they want to highlight about themselves. Interviews that are rooted in rigidity can lend towards them becoming impersonal.

Overall, making interview questions available to candidates can act as a great step towards more inclusive hiring practices, ultimately expanding a company’s hiring horizons and granting them access to new pools of talent. However, the best approach to this may be a hybrid one – having a set of questions available for candidates to prepare for, and then having a few additional follow-up questions in the actual interview that are more tailored to the candidate themselves. This gives employers the opportunity to see how well someone prepares, and how well they are able to think on their feet. After all, there are a lot of instances in business where you will have to adapt and display agility.

What I would recommend for this is starting the interview with the pre-available questions, as this helps to set the tone for the interview and allows time for the candidate to relax into the setting and get a sense of who you are as a company, too. This offers some time to establish a psychologically safe space for follow up questions, where the candidate will likely feel much more confident to answer. After all, the overarching goal of an interview isn’t to “catch people”– it’s to get to know them, and for them to get to know your business.

If you would like to discuss how we can help your organization thread diversity, equity, and inclusion strategies into your hiring processes, please get in touch with me directly at arnold.greene@orgshakers.com

If you are based in the UK, you may have heard the Prime Minister, Rishi Sunak, declaring that there is a ‘sick note culture’– that is, that too many people are being formally recognized by their family doctors as being too ill to work.

But is this true? And if it is, are workers genuinely becoming less healthy – or are they simply less resilient to everyday ailments?

Well, the evidence suggests that we can rule out resilience as an issue. Recent research has found that almost 3 in 5 (59%) of UK employees say they haven’t taken time off work sick, either due to illness or injury, despite needing to.

What’s even more striking is that there has been a noticeably lower rate of absence from sickness from those who work from home.

Indeed, it could be argued that rather than witnessing the emergence of a ‘sick note culture’, what we are seeing is a culture of presenteeism beginning to rear its head again. But this time it has taken on a new form – a form that has adapted to remote working styles.

One of the main concerns around remote working has always been the fact that this style of work can blur the line between the home as a place of comfort and as a place of work.

The home symbolises solace and relaxation for many, but with a lot of us now working from home, it can sometimes feel hard to fully switch off from ‘work mode’ and switch on to ‘home mode’. And it now appears that we are starting to see this blurring of boundaries with sickness, too.

Pre-pandemic, if you didn’t feel well, you would be advised to take the day off, rest up, and then return when you felt better. But this notion has changed with the ‘normalization’ of remote working. Now, if an office-based or hybrid employee wakes up and isn’t feeling well, they may ask themselves – or sometimes even be asked – to work from home for a few days whilst they recover.

It’s important for employers to keep this in mind when a remote employee is unwell. Just because they now have the means to do their job from home, doesn’t mean they shouldn’t be taking the appropriate time to rest and recover. After all, it is very likely they won’t be working at an optimum when unwell anyway, so it can be best to advise they take the time to heal so not to compromise the quality of their output.

And contrary to the Prime Minister’s claims, hybrid and remote employees may actually need to be encouraged to take sick days!

If you would like to discuss how we can help develop wellbeing strategies geared towards hybrid and remote working, please get in touch with us.

Schizophrenia is a chronic mental health disorder that affects approximately 24 million people worldwide. There is an array of preconceptions around this disorder, particularly due to the nature in which it is presented in entertainment media, but a lot of these preconceived notions do not accurately reflect the experience of someone who has been diagnosed with schizophrenia.

It is therefore important for employers and HR to understand the reality of schizophrenia, and how with the right support and reasonable adjustments, those with this disorder can be capable, productive, and dedicated workers.

Schizophrenia is a disorder that is primarily marked by psychosis, which refers to a set of symptoms characterized by a loss of touch with reality due to a disruption in the way that the brain processes information. This can manifest thought hallucinations, delusions, reduced motivation, motor impairment, cognitive impairment, and difficulty with relationships. There is no definitive cause for the disorder, although it has been found that those with family members who suffer from schizophrenia have a higher chance of being diagnosed.

Despite schizophrenia being widely heard of, it is actually one of the more uncommon disorders – it is much more likely for a person to have a panic disorder, bipolar, or depression. Due to portrayals in popular culture, some employers may be hesitant to hire individuals affected, but the reality of this disorder is very different, so let’s challenge some of these notions:

  • Violent Tendencies – multiple studies have shown that most people with this condition don’t exhibit violent behavior. In fact, one study found that 19 out of 20 people with schizophrenia had no incidence of violence over a two-year period.
  • Episodes – schizophrenic episodes are unique to the individual and vary significantly from person to person. They will not always include delusions or hallucinations, but it’s important to be aware of the different ways that symptoms can manifest during an episode.
  • Treatment – while medication can be essential for managing the disorder, it isn’t the only method of treatment. People with schizophrenia benefit from multiple support strategies, such as social support, engaging in meaningful work/activities, and having a routine – these can all help reduce the impact of the condition and improve wellbeing.
  • Work – even though schizophrenia can be a disabling condition, it doesn’t mean that individuals affected by it can’t work, they just need to have the right support and accommodations in place. As mentioned above, meaningful work can be a crucial part of stabilizing symptoms.

It is estimated that about 10-15% of people with schizophrenia are in the workforce, but 70% would actively like to be working. The aforementioned misconceptions, and the lack of proper support and adjustments, can act as barriers for those with this disorder to find a job. If employers are able to offer reasonable adjustments – opportunities to work remotely, regular breaks, quiet workspaces, flexibility – this can lend towards the successful onboarding of an employee with schizophrenia. Along with this, there are a few essentials that employers and HR leaders need to know:

  • Hiring – schizophrenia is protected under the Equality Act in the UK and the Americans with Disabilities Act in the US, so just like with any potential candidate, hiring managers will need to assess whether their qualifications, experience, and attitude are right for the job and will be able to do the job with the right accommodations. Individuals with schizophrenia can sometimes have difficulty engaging in teamwork, goal setting, and focusing, and these factors tend to act as barriers for those with the disorder from getting and maintaining a job. But having the right accommodations can help overcome this. For example, when someone with schizophrenia has an episode, they will not be functional, but to help remedy this in the future, employers can work with their treatment providers to help determine and mitigate potential triggers of an episode in the workplace.
  • Talking About Schizophrenia – hiring someone with schizophrenia must remain confidential unless the employee opts to share their diagnosis with others. If they do, it can be useful to provide additional training/education about the condition to avoid the risk of employees believing the many misconceptions discussed above. This training could include highlighting the accommodations in place to help ensure workflow isn’t disrupted, and how to recognize a schizophrenic episode and what to do in that situation.
  • Mental Health Support – many employers now offer mental health support as part of their benefit packages, most notable in the form on an employee assistance program. These can be a great way of ensuring that an employee with schizophrenia has access to therapy, and can help employers identify triggers for episodes which they can then work towards mitigating.

If you would like to discuss how we can help support and train you in the onboarding and inclusion of employees with schizophrenia, or any other mental health disorders, please get in touch with us.

Every year, 12 billion working days are lost worldwide to depression and anxiety, costing the global economy $1 trillion, predominantly due to the debilitating effects they have on productivity.

As we continue to see employers make strides towards creating psychologically safe workplace cultures, a key component for supporting the immediate needs of employee wellbeing is an employee assistance program (EAP). EAPs are outsourced mental wellbeing services that are designed to support employees who are facing personal or professional issues, and will tend to offer services such as counselling, a 24/7 support line, work-life balance support, legal and financial advice, referral services, and manager training.

With the importance of mental wellbeing continuing to rise, what should HR consider when selecting an EAP for their organization?

Firstly, it’s essential to assess the scope of services offered by the EAP, which should be as broad as possible to include more complex support such as substance abuse assistance and crisis intervention services. By offering diverse services, employees are more likely to find the support they need, enhancing their overall wellbeing and, in turn, reducing absenteeism.

In addition, HR needs to consider the accessibility of the service. Employees should be able to easily access the support they need when needed, whether through phone consultations, online resources, or in-person counselling sessions. Having this user-friendly platform and streamlined referral process will encourage employees to utilize the program and seek assistance without hesitation.

The privacy and confidentiality policies of the EAP provider should also be considered. It’s important that employees feel comfortable seeking help without fear of their personal information being disclosed to employers or team members, as this will help to build trust with the program and ensure that it is properly utilized.

Another consideration would be the cultural competence of the provider. A diverse workforce requires culturally sensitive support services that are inclusive and respectful of different backgrounds and beliefs. Partnering with an EAP provider that understands and respects these cultural nuances ensures that all employees are receiving appropriate and effective assistance tailored to their unique needs.

Lastly, HR needs to be cost-effective when choosing an EAP. While investing in employee wellbeing yields long-term benefits (such as improved productivity and engagement), it’s essential to evaluate the return on investment of different program options.

Once a program has been selected, don’t hesitate to gauge employee satisfaction with it. Ask those employees who have used the services and get a sense of whether it is making a difference for them – and identify areas where it could be improved. An EAP should evolve and adapt to meet the changing needs of the workforce, and having consistent feedback helps to ensure it remains a valuable investment.

If you would like to discuss how we can support your company with choosing the best EAP – or any other wellbeing support you may need – please get in touch with us.

This month, we have picked up a copy of Edwina Dunn’s latest book, When She’s in the Room: How Empowering Women Empowers the World.

Edwina is a pioneering and successful leader in the data industry – famed for co-founding dunnhumby, which revolutionized the retail and consumer goods industry through its role in creating the Tesco Clubcard and other global loyalty programs. Edwina now leads her campaign, The Female Lead, which focuses on celebrating the achievements and diversity of women who shape our world.

Edwina’s latest book captures her wealth of experience and transforms it into this data-driven guide to challenging the status quo and creating a roadmap for a more equitable world.

Women have always been subject to being forgotten, unseen, overlooked, and under-appreciated, but Edwina has drawn upon her knowledge of research and data collection to present clear solutions, models, and simple actions that can have noticeable and positive impacts on the lives of women and men.

She outlines the changes that women want to see in themselves, in business, in education, and in government, and dares to wonder what the world might look like if it was okay for women to truly embrace their ambition and nurture their drive.

By acknowledging the inequality that exists, employers, educators, and policy makers will be able to start shaping society into a better and more equitable place, which will lead to a more fulfilling life and workplace for all. And the first step is realizing that women are not secondary characters by any means and should be empowered to find their potential in leadership and decision-making roles.

If you would like to discuss how we can help bolster your diversity, equity, and inclusion strategies to unlock the potential of all of your workforce, please get in touch with us.

In the meantime, make sure you grab a copy of When She’s in the Room; you can purchase it here in the US and here in the UK.

Health and safety in the workplace has always been paramount, but in recent years the agenda of health and safety has evolved. This is because in the post-COVID era, many employers have realized that psychological safety plays an important role in optimizing team and organization performance. This sentiment is echoed by the workforce; an overwhelming 89% of employees believe that psychological safety in the workplace is essential.  

The term psychological safety was coined by Amy C. Edmondson, professor for leadership and management at the Harvard Business Review. She defines this as “a shared belief held by members of a team that the team is safe for interpersonal risk taking”. In other words, employees feel free to brainstorm out loud, voice half-finished thoughts, and openly challenge the status quo.

What tends to get misconstrued, however, is the idea that a psychologically safe work environment is one where everyone is always nice and agreeable. While psychological safety encourages openness and the freedom to express any and all ideas without fear of judgment, it does not diminish the importance of debate and disagreement. Instead, it is about creating an environment where everyone knows that disagreements can be worked through and resolved together.

Knowing what you are trying to achieve from creating psychological safety is extremely helpful when it comes to strategically mapping out the path to get there. The above definition can serve as a starting point; specific considerations may be taken into account based on a company’s unique culture.

So, when building psychological safety, where is the best place to start?

First, a leader must have a realistic and accurate understanding of their personal impact on the workforce. For almost 70% of people, their manager has more impact on their mental health than their therapist or doctor, so it is important for a manager to be able to acknowledge and accept the role they play – and the influence they have – in creating a healthy working environment.

Next, define the desired outcome from creating psychological safety. From there, pinpoint the behavioral and organizational culture changes that need to be made to achieve the desired outcome. Several key components of psychological safety involve skills such as active listening, compassion, recognition, and inclusion. But it is also about feeling safe to be wrong, to take risks without fear of retaliation, and to work through healthy challenges rather than defending against accusation.

Creating this environment takes time. Those employers who are willing to make the effort to delve beneath the surface level needs of psychological safety are the ones who can unlock its greater benefits: increased productivity, higher engagement, fewer absences, more effective collaboration, and a stronger commitment to the organization.

Psychological safety cannot be built overnight, and mapping the path to achieve it requires intentional and thoughtful action – as well as the right support. This is where OrgShakers can help, from coaching your leaders to identify their impact on the team to pinpointing exactly what cultural strategies will best align with the needs of your company to ensure employees feel psychologically safe at work.

If you would like to discuss our services in more detail, please get in touch with me at amanda@orgshakers.com

The US Surgeon General recently declared an ‘epidemic of loneliness and isolation’ in the US. Meanwhile, in the UK, a new study discovered that a third of workers have a high mental health risk which is being driven by workplace loneliness.

The above statistic is very telling of the fact that a person’s work life plays a huge part in helping to alleviate feelings of loneliness. After all, we spend a vast majority of our time at work, so it’s no wonder that the relationships we form there would have influence over our health and wellbeing.

So, what can employers do to help foster social connection in the workplace?

Firstly, striking a balance between in-person and remote working. Hybrid work has proven to be favorable, but it has its drawbacks; whilst some find it allows them to have a better work-life balance, others have cited that working digitally can contribute to feelings of loneliness. There is no one-size-fits-all solution to this, but it seems that employers who are creating opportunities for social interaction to take place will help to ward off feelings of loneliness and isolation.

However, it’s important to remember that if you want employees to come into work physically, there must be a purpose behind it! Make sure you are doing the more collaborative, innovative work on those days in the office, and not work that they could very easily do from home.

Secondly, it can always be good for employers to host team building events. Not only does this allow for departments within a company to mix and mingle, but it also allows for employees to have the opportunity to bond over something that is not work-related.

It is important to consider that those who have been feeling lonely may also be feeling less confident in their socialising abilities, and so this should be kept in mind when deciding on an exercise that could unite employees.

For example, have staff take part in some volunteer work for the day. This ultimately removes the pressure of socialising as there will be things to attend to, but at the same time it is an environment that is outside of the workplace, and so will hopefully help to encourage more organic connections to form. Plus, it contributes positively to an employer’s corporate social responsibility initiatives!

Lastly, having mental health support programs in place. Those employers who have invested in Employee Assistance Programs will be able to signpost staff that are struggling through the correct channels to get them support with their wellbeing. Choosing not to invest in mental health support can sometimes seem like a necessary sacrifice to cut costs, but ultimately, the worsening mental health of employees will end up costing employers so much more in the long run. One study even estimates that stress-related absenteeism attributed to loneliness costs employers $154 billion annually in the US.

Those employers who are actively investing in supporting and preventing loneliness are helping to improve the physical and mental wellbeing of their staff. There are many studies that suggest that stronger social ties are linked to increasing the likelihood of an individual’s overall survival by as much as 50%. There is also a growing body of evidence that suggests that our brains actually function better when we’re interacting with others and experience togetherness. In contrast, when people feel lonelier, they tend to have higher levels of the stress hormone cortisol, which can leave them much more susceptible to burnout.

Whilst loneliness may seem like a trivial issue, it can have a huge effect on the productivity of your teams, as well as their engagement levels. When your people are your most valuable asset, investing in their wellbeing will likely prove to be the best way of optimizing their capabilities.

If you would like to discuss how we can help implement strategies to mitigate workplace loneliness, please get in touch with me at Brittany@orgshakers.com

Many of us are likely familiar with the famous collection of photographs, Lunch atop a Skyscraper, which depict a group of workers in very precarious – and notably unsafe – positions during the construction of the Empire State Building in 1932.

Charles Clyde Ebbets

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Whilst the images are visually stunning, they also highlight a key fact about the state of health and safety regulations almost 100 years ago – they were nearly non-existent!

But over the years, the importance of health and safety in the workplace has increased exponentially all across the world.

In the US, occupational health and safety truly began in 1970, with the passing of the Occupational Safety and Health (OSH) Act, and was further improved in 1971 with the establishment of the Occupational Safety and Health Administration (OSHA), which helped to transform the health and safety landscape into what we now see today.

Similarly, in the UK, the first notion of health and safety becoming a legal issue was in 1833 with the introduction of the Factories Act. However, health and safety was only truly brought to the forefront and addressed on a mass scale with the passing of the Health and Safety at Work Act in 1974.

A common thread throughout the history of health and safety at work is that it has always been focused on the physical safety of workers. Today, with new laws in place and with the help of HR, physical risks at work have been significantly mitigated.

This begs the question – what is the next step in the evolution of health and safety?

And the answer that’s emerging is psychological health and safety.

A hundred years ago, the idea of considering one’s mental health a matter of safety at work may have seemed strange – especially to those high-altitude workers accustomed to leaping between girders! – but in the modern world, mental health is a growing area of focus.

One study found that 89% of employees now believe that psychological safety in the workplace is essential. The concern for mental health has been catapulted to the forefront for many due to the pandemic, which brought into perspective the importance of feeling content and supported at work, as it made many realize that life is short and they want the best out of it (we subsequently dubbed this the ‘carpe diem’ mindset).

With psychological safety now lining up alongside wider health and safety concerns for employers, the role of HR in managing this expanding wellbeing portfolio is paramount to ensure that employees are getting the support they need.

If you would like to discuss how we can guide you in this process to ensure that the health and safety needs of your workplace – whether physical or psychological – are being met, please get in touch with us.

On April 23rd, 2024, the US Department of Labor (DOL) announced a finalized rule which will see the minimum compensation levels increasing for the ‘white collar’ exemptions to the federal Fair Labor Standards Act’s (FLSA) overtime premium pay requirements.

The rule will significantly increase the minimum salary threshold for those who work in an executive, professional, or administrative role (the so called ‘white collar’ exemptions). The threshold will increase across two dates; one on July 1st, 2024, and the other will follow on January 1st, 2025.

The current threshold for this exemption is $684 per week ($35,568 annually). This threshold will increase as follows:

  • July 1st, 2024, the threshold will rise to $844 per week ($43,888 annually).
  • January 1st, 2025, the threshold will rise to $1,128 per week ($58,656 annually).

In addition to this, this new rule also increases the minimum annualized salary threshold to qualify for the highly compensated employee (HCE) exemption. As it stands, the current threshold for HCE employees is $107,432 annually, but this will increase as follows:

  • July 1st, 2024, the threshold will rise to $132,964 annually.
  • January 1st, 2025, the threshold will rise to $151,164 annually.

Employees who meet the new minimum pay requirements must also meet all the other requirements of the FLSA exemptions in order to apply for one. For clarity, here are the criteria that need to be met alongside salary for each ‘white collar’ role:

Executive:

  • The primary duties of the employee must relate to managing the business, or a department within the business.
  • The employee must regularly manage at least two full-time employees, or the equivalent in part-time employees.
  • The employee must have the authority to hire or fire employees, or the employee’s recommendations on hiring, firing, and promotions must carry significant weight.

Professional:

  • The employee’s primary duties must relate to work that is largely intellectual and involves the regular use of “discretion and independent judgment” (defined by the DOL).
  • The employee must work in a field of science or learning.
  • The employee must have acquired his or her knowledge through a prolonged course of specialized intellectual instruction.

Administrative:

  • The employee’s primary duties must be the performance of office or nonmanual work directly related to the management or general business operations of the company (or the general business operations of the company’s clients).
  • The employee must regularly exercise discretion and independent judgment on important matters.

It is important for employers to be aware of these changes so to ensure that the employees who they are enrolling for exemption are still applicable against these new monetary criteria. This will either mean raising salaries to meet these new threshold increases, or formally reclassifying currently exempt employees and making them aware of their eligibility for overtime.

If you would like to discuss how we can help assist you with auditing your current payroll in anticipation of this change, as well as overseeing the management of this change, please get in touch with us.

In recent years, consumers have become much more environmentally conscious; one report even discovered that 90% of Gen X would be willing to spend an extra 10% or more for sustainable products.

This rising concern for the environmental wellbeing of the planet is also having huge effects on the world of work – especially when it comes to attracting and retaining talent. For example, Deloitte’s ConsumerSignals survey found that 27% of workers will consider a potential employer’s position on sustainability before accepting a job. KPMG’s research further strengthens this notion, as they discovered that one-third of young people reject job offers based on a business’s sustainability stance.

So, when it comes to attraction strategies, employers need to be considering their environmental, social and governance (ESG) initiatives, and ensuring that these initiatives are clear and transparent to potential new hires. More specifically, 69% of employees are looking to see if their employers are investing in efforts such as reducing carbon, using renewable energy, and reducing waste.

At the same time, nearly half of Gen Z workers (48%) said they would consider leaving a job that did not follow through on its promises on sustainability. Whilst having a clear commitment to environmental sustainability helps attract talent, following through on this commitment is key to retaining that talent.

And this sentiment is not just limited to younger workers. A report from Unily revealed that 72% of multigenerational office workers expressed concerns regarding environmental ethics, and 65% indicated a greater inclination towards working for companies with robust environmental policies.

What we are seeing is that eco-friendly companies are in high demand across the board, meaning that for employers, doubling-down their environmental support efforts are going to play a huge role in attracting new talent, and retaining current talent. And considering the fact that green jobs – which are defined as roles focused on sustainability and environmentally-friendly activities – now make up a third of job postings in the UK, it’s clear that the working agenda is becoming greener as time goes on.

For those employers who aren’t able to offer a ‘green job’, there are still other ways they can help the planet. Whether this be through tying their charitable initiatives to an environmental cause (this will also help to tick the ‘Social’ box of ESG!) or creating a roadmap to reducing their carbon footprint, there are a number of ways that going green will translate into profitability.

If you would like to discuss how we can help support your company with its environmental strategies, please get in touch with us.  

Taking inspiration from the International Women’s Day 2024 theme – #InspireInclusion – this webinar explores how organizations, leaders, and individuals can create inspiring, equitable workplaces.

For Autism Awareness Month, we have secured ourselves a copy of Untypical: How The World Isn’t Built for Autistic People and What We Should All Do About It by Pete Wharmby.

Pete was diagnosed with autism in his adulthood, and after spending the majority of his career as an English teacher, he is now a full-time author and speaker, advocating for autistic inclusion.

The crux of Untypical is all about remaking the world, and the target audience for this book is any neurotypical adult – whether that be an employer, a parent, a romantic partner…the list goes on! Told through the lens of Pete’s own experiences, and woven with various theories and studies surrounding autism, this book is a great way for those who think neurotypically to gain a deeper understanding of how the world can be fundamentally inaccessible for someone who is neurodivergent.

Pete uses his own experiences to bring the reader into the mind of an autistic person, helping them to understand what it means to be autistic, what to do to be supportive of this, and what to try and avoid doing. It’s a fantastic exploration in empathy, further strengthened by the inclusion of the experiences of a range of autistic people, shedding a light on the intersectionality of autism.

The book offers practical advice for how to better support autistic individuals in key areas of life including personal relationships, in the classroom, and in the workplace. So, for employers, they can expect to find both ‘easy fixes’ and longer-term solutions for making working life for autistic workers easier, in turn optimizing their capabilities, with many of these adjustments having been shown to make the employment experiences of neurotypical people better, too.

Overall, Pete captures the autistic experience expertly, and shines a light on the fact that the world is very much built for neurotypical people. By recognizing the everyday changes that can be made, life for autistic and neurodivergent individuals can become so much more accessible – you just have to know where to start.

If you would like to discuss how OrgShakers can help with optimizing neurodiversity in the workplace, please get in touch with us.

And to grab a copy of Pete’s book, head over here if you’re in the UK, and here if you’re in the US.


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