Neuroinclusion: Creating an Inclusive Work Environment
There are certain considerations to keep in mind in order to create an inclusive working environment and enable optimal performance. Download the Document1Public
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Overview
There are certain considerations to keep in mind to create an inclusive working environment and enable optimal
performance. Suggestions include:
• Determine the most effective method of communication for your employee.
• Use visual materials to aid prioritization, planning and task completion.
• Avoid assuming that the unwritten workplace rules will be inherently understood.
• Consider the workplace’s environment (e.g., signage, organizational methods) and culture (e.g., overuse of
acronyms, directness in speech, terminology, empathy).
• Identify available specialized neuroinclusive resources that equip leaders/teams to support their colleagues.
• Periodically review the work environment to determine if further adjustments are needed.
• Request an inclusive/sensory workplace assessment by a local organization with neuroinclusion expertise.
• Collaborate with the Facilities team.
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Disclaimer: SAP has provided these reference materials only as a guide. You should ensure compliance with local laws and consult your legal partners for specifics relating to regions of operations for your corporation.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Overview
There are certain considerations to keep in mind to create an inclusive working environment and enable optimal
performance. Suggestions include:
• Determine the most effective method of communication for your employee.
• Use visual materials to aid prioritization, planning and task completion.
• Avoid assuming that the unwritten workplace rules will be inherently understood.
• Consider the workplace’s environment (e.g., signage, organizational methods) and culture (e.g., overuse of
acronyms, directness in speech, terminology, empathy).
• Identify available specialized neuroinclusive resources that equip leaders/teams to support their colleagues.
• Periodically review the work environment to determine if further adjustments are needed.
• Request an inclusive/sensory workplace assessment by a local organization with neuroinclusion expertise.
• Collaborate with the Facilities team.
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Disclaimer: SAP has provided these reference materials only as a guide. You should ensure compliance with local laws and consult your legal partners for specifics relating to regions of operations for your corporation.
2Public
Inclusive meetings (1 of 2)
• Communication styles: Managers should have a well-rounded understanding of the employee’s learning and
communication styles and consider these preferences prior to and during meetings. For instance, should the
manager directly ask the employee during the meeting if they would like to contribute? Would the employee like
to discretely signal to the manager if they have something to say?
• Agenda and meeting preparation: Jointly develop a proposed agenda for meetings or managers provide the
agenda in advance along with meeting details. The employee should be encouraged to review the agenda and
suggest additional topics (where appropriate) prior to the meeting. Taking these steps can help the employee be
prepared for meetings, remain focused and on-track during the meeting and reduce any anxiety that occurs from
not feeling prepared for the meeting.
• Meeting summary: A helpful summary of any action points should be provided to the employee after meetings in
a written, bullet point, table form or list format so the information is clearly understood.
• Location: Be cognizant of the employee’s accommodation needs. Consider quiet environments with low
background noise levels (e.g., away from the break room or reception) and minimal opportunities for
interruptions or distractions (e.g., meeting rooms with glass walls in a high traffic area). It may be difficult to always
find an optimal location so managers should be prepared to accommodate as needed.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Inclusive meetings (1 of 2)
• Communication styles: Managers should have a well-rounded understanding of the employee’s learning and
communication styles and consider these preferences prior to and during meetings. For instance, should the
manager directly ask the employee during the meeting if they would like to contribute? Would the employee like
to discretely signal to the manager if they have something to say?
• Agenda and meeting preparation: Jointly develop a proposed agenda for meetings or managers provide the
agenda in advance along with meeting details. The employee should be encouraged to review the agenda and
suggest additional topics (where appropriate) prior to the meeting. Taking these steps can help the employee be
prepared for meetings, remain focused and on-track during the meeting and reduce any anxiety that occurs from
not feeling prepared for the meeting.
• Meeting summary: A helpful summary of any action points should be provided to the employee after meetings in
a written, bullet point, table form or list format so the information is clearly understood.
• Location: Be cognizant of the employee’s accommodation needs. Consider quiet environments with low
background noise levels (e.g., away from the break room or reception) and minimal opportunities for
interruptions or distractions (e.g., meeting rooms with glass walls in a high traffic area). It may be difficult to always
find an optimal location so managers should be prepared to accommodate as needed.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
3Public
Inclusive meetings (2 of 2)
• Scheduling: Schedule recurring meetings for a set time and day at regular intervals, to enable the
employee to plan and prepare. Avoid ad-hoc meetings and send meeting invitations at least one day in
advance.
• Meeting format: Follow a clear and consistent format (when feasible), such as:
• Updates from manager
• Feedback from employee
• Planning of timetable for upcoming meetings
• Reporting any upcoming changes or events
• Sensory management: Allow sensory management techniques which support the employee to be more
engaged to be utilized during meetings. Find options which are not disruptive to other employees in the
meeting. Examples include stress balls, quiet fidget gadgets, standing up and swaying vs. constant sitting.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Inclusive meetings (2 of 2)
• Scheduling: Schedule recurring meetings for a set time and day at regular intervals, to enable the
employee to plan and prepare. Avoid ad-hoc meetings and send meeting invitations at least one day in
advance.
• Meeting format: Follow a clear and consistent format (when feasible), such as:
• Updates from manager
• Feedback from employee
• Planning of timetable for upcoming meetings
• Reporting any upcoming changes or events
• Sensory management: Allow sensory management techniques which support the employee to be more
engaged to be utilized during meetings. Find options which are not disruptive to other employees in the
meeting. Examples include stress balls, quiet fidget gadgets, standing up and swaying vs. constant sitting.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
4Public
Inclusive general work environment (1 of 2)
• Many autistic individuals have a hypersensitivity or hyposensitivity to sensory inputs, including light, sound,
touch, taste, and temperature. The five senses have a significant impact on a person’s daily activities,
productivity and anxiety in the workplace. Sensory sensitivities may be applicable for other neurodivergent
individuals as well.
• Consider the environment and workplace culture. Most workplaces are sources of a wide range of sensory
inputs such as strip lighting, glare from the windscreens of passing traffic, the noise of air conditioning
machines, phones, printers, scents from co-worker's lunches or deodorants, and changes in air temperature.
• Accommodate neurodivergent employees by providing options to reduce or eliminate the sensory overload
and associated anxiety that may be triggered as a result.
• See the Workplace Adjustments guidance document
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Inclusive general work environment (1 of 2)
• Many autistic individuals have a hypersensitivity or hyposensitivity to sensory inputs, including light, sound,
touch, taste, and temperature. The five senses have a significant impact on a person’s daily activities,
productivity and anxiety in the workplace. Sensory sensitivities may be applicable for other neurodivergent
individuals as well.
• Consider the environment and workplace culture. Most workplaces are sources of a wide range of sensory
inputs such as strip lighting, glare from the windscreens of passing traffic, the noise of air conditioning
machines, phones, printers, scents from co-worker's lunches or deodorants, and changes in air temperature.
• Accommodate neurodivergent employees by providing options to reduce or eliminate the sensory overload
and associated anxiety that may be triggered as a result.
• See the Workplace Adjustments guidance document
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
5Public
Inclusive general work environment (2 of 2)
• For autistic individuals, social aspects such as small talk can be confusing and sometimes intimidating,
leading to feelings of isolation in a workplace that relies heavily on social communication. Buddies, mentors,
and other team members should offer to spend time with the employee during breaks, lunch times, and at
work social events so that the employee feels included. At the same time, do not force social interaction or
be overbearing.
• Ask the colleague directly about if there is anything in their working conditions which is causing challenges,
stress, or anxiety. Delayed reactions to sensory stimuli may occur and therefore an individual may not realize
that a break is required in time to avoid sensory overload. A buddy can regularly check-in and be attentive to
signs of overload.
• Are there office clubs or activities taking place during lunch or after work? Activities such as chess and other
interactive games to provide a way for the employee to socialize in a structured setting and build
relationships with other employees with similar interests. Invite your colleague and join in together!
• Explore resources available internally and externally to support an inclusive experience.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Inclusive general work environment (2 of 2)
• For autistic individuals, social aspects such as small talk can be confusing and sometimes intimidating,
leading to feelings of isolation in a workplace that relies heavily on social communication. Buddies, mentors,
and other team members should offer to spend time with the employee during breaks, lunch times, and at
work social events so that the employee feels included. At the same time, do not force social interaction or
be overbearing.
• Ask the colleague directly about if there is anything in their working conditions which is causing challenges,
stress, or anxiety. Delayed reactions to sensory stimuli may occur and therefore an individual may not realize
that a break is required in time to avoid sensory overload. A buddy can regularly check-in and be attentive to
signs of overload.
• Are there office clubs or activities taking place during lunch or after work? Activities such as chess and other
interactive games to provide a way for the employee to socialize in a structured setting and build
relationships with other employees with similar interests. Invite your colleague and join in together!
• Explore resources available internally and externally to support an inclusive experience.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
6Public
Essential work-function accommodations
• Be mindful that an employee may have accommodations requirements related to a co-existing condition.
• General Rule: Do not inquire about specific medical information/diagnosis. Seek an understanding of the
accommodation needs. Be aware of applicable legal considerations.
• Managers are (generally) responsible to extend, change, or remove certain responsibilities from the
original position description according to legitimate accommodation needs. Discuss with HR and/or
Legal for guidance.
• Inquire about the employee’s preferred and most effective method of communication (email, telephone, etc.)
• Be mindful of the employee’s accommodation needs:
Give time to process information
Clear, specific, precise and detailed instructions. Ensure there is no ambiguity.
Do not assume implicit communication will be understood
Prompt the person to take notes during a work-related conversation
Follow up with a written summary of important conversations whenever possible
Verbally check understanding. Prompt the employee to repeat back important information.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP
Essential work-function accommodations
• Be mindful that an employee may have accommodations requirements related to a co-existing condition.
• General Rule: Do not inquire about specific medical information/diagnosis. Seek an understanding of the
accommodation needs. Be aware of applicable legal considerations.
• Managers are (generally) responsible to extend, change, or remove certain responsibilities from the
original position description according to legitimate accommodation needs. Discuss with HR and/or
Legal for guidance.
• Inquire about the employee’s preferred and most effective method of communication (email, telephone, etc.)
• Be mindful of the employee’s accommodation needs:
Give time to process information
Clear, specific, precise and detailed instructions. Ensure there is no ambiguity.
Do not assume implicit communication will be understood
Prompt the person to take notes during a work-related conversation
Follow up with a written summary of important conversations whenever possible
Verbally check understanding. Prompt the employee to repeat back important information.
Overview |
Overview |
Inclusive Meetings |
Inclusive Meetings |
Work Environment |
Work Environment |
Accommodations |
Accommodations |
Checklist
Checklist
Creating an inclusive work environment
Neuroinclusion at SAP