Here’s a guide to what neurodiversity means, and how we support our team at Monzo, from our Head of Diversity & Inclusion: @shereeatcheson
This is awesome!
This is really amazing, Huge Thanks for all Monzo teams for putting everything and everyone into your consideration.
This is great to hear! I’d love to work at a company like this! stay safe guys
This is a fantastic post, and I applaud Monzo for highlighting how you’re supporting non-neurotypical colleagues.
You mention that you’re supporting neurodiversity by creating an environment in which everyone can perform at their best. You also mention you’re fostering a culture in which it’s ok to be different.
Whether it would be correct to assume this also means you make adjustments as far as recruitment is concerned, since non-neurotypical people with great technical skills may struggle with traditional interviews?
Whether neurodivergent colleagues at Monzo can expect career development and progression? In many companies, the only route to career progression is by managing other people, and progressing up the management ladder - and there is little opportunity for deep technical specialists, sometimes with world-class skills - to expect any progression whatsoever. In fact, there’s little incentive from their company for them to further develop their skills
Monzo are far ahead in so many ways, and it would be great to hear how they’re responding to the two challenges I’ve listed above.
In a groundbreaking move in January, Universal Music launched their Creative Differences handbook on how companies should embrace neurodiversity, as widely reported on in the media - and the BBC in particular.
Worth noting as well that many people do not disclose some non visible disabilities at work. But a more relaxed environment that allows for people to work they way they want allows this to happen without disclosure ever being needed. I’ve worked in environments where people have worn ear defenders to block out noise for example (and to be honest those kind of things are useful for many people not just those with disorders or disabilities).
Might also be worth knowing that when the article mentions older people being undiagnosed, this includes people in their 30s where picking up some of these issues wasn’t very well known and not always caught, this can also be more common in women who seem to adapt better.
This is a good question. I know of companies who have specialist roles who aren’t required to manage people but still gives the opportunity to progress. It’s highly valued imo
My point exactly. There should be multiple routes to career progression - most notably technical and managerial.
Thanks a lot for your questions . I’ll answer them below.
We absolutely make adjustments throughout our hiring and recruitment processes for those who need them (people with disabilities, neurodiverse folks, those with caring responsibilities and anyone else who might need them). We explicitly say in our hiring emails now that if you do need any adjustments, please let us know. This is a consideration throughout the entire process.
We have a number of ways for folks to progress here and management is one route. We also have our “Individual contributor” route which allows someone to focus on their contribution to the business as their sole focus. We do also include our support for neurodiverse folks as mandatory training/reading for all Managers to make sure all of our people are supported in the way they need to be.
We are continually evolving our approach to inclusion and I’m excited to share our next Diversity and Inclusion report in the coming weeks.
I hope that answers your questions!
Hi @shereeatcheson, thank you so much for taking the time to reply. That’s very much what I was expecting to hear - on both counts.
The company for which I work still classifies neurodivergence as a mental health or disability matter, rather than an Inclusion & Diversity one, ignoring all of the special skills and aptitudes non-neurotypical colleagues may bring to the table. Until recently, some line managers saw it as a performance or disciplinary issue. We’ve been making some progress in changing mindsets, and the kind of example Monzo are setting will surely help us further.
Thank you again for taking the time to share these points!