Employment and skills

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

bgraham — Thu, 05 Jun 2025 08:23:30 +0000

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy bgraham Thu, 05/06/2025 - 09:23

Neurodiversity in the workplace

In this guide:

Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Explanation of neurodivergent, neurodiversity, and neurotypical, along with some common forms of neurological differences, including Autism, ADHD, Dyslexia, and Tourette's syndrome.

Neurodiversity refers to the differences in individual brain function and behavioural characteristics. This means that individuals experience, perceive, and interact with the world around them in many different ways.
Defining neurodiversity, neurodivergent, and neurotypical
Neurodiversity
Neurodiversity is an umbrella term that refers to all the diverse ways that different people may process information. It encompasses everyone and how each person thinks, learns, communicates, and experiences the world around them, which varies in many ways. Within the term neurodiversity, people may be classed as neurotypical or as neurodivergent.
Neurodivergent
Neurodivergent describes people whose minds function in a way that society deems to be atypical, or in a way that diverges from what society deems to be typical. Autistic people come within the class of neurodivergent people, although they are not the only ones. A range of other people with conditions such as, but not limited to, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia, may also be described as neurodivergent.
Neurotypical
Neurotypical describes those people whose minds function in a way that society deems typical.
Types of neurodivergency
Some common forms of neurological differences include:
Autism or Autism Spectrum Condition (ASC)
Autism is a spectrum condition that affects people in different ways. People with autism may experience social interaction challenges, exhibit repetitive or restrictive behaviour, have sensory sensitivity, and experience extreme anxiety. What is autism?
See the Equality Commission's guidance on 91�㽶��ɫ��Ƶing autistic people in employment (PDF, 7.7MB).
Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)
People with ADHD or ADD can seem restless, may have trouble concentrating, and may act on impulse. People with ADHD may also experience additional challenges, such as sleep and anxiety disorders.
Dyscalculia
Dyscalculia is a condition that makes it hard for an individual to do mathematics and tasks that involve maths.
Dyslexia
Dyslexia is a learning difficulty that primarily affects reading and writing skills. Dyslexic people may have difficulty processing and remembering information, which can affect learning and acquiring literacy skills. Many dyslexic people may show strengths in certain areas, such as reasoning and visual and creative fields. What is dyslexia?
Dyspraxia
Dyspraxia, or Developmental Coordination Disorder (DCD), affects an individual’s movement and coordination.
Dysgraphia
Dysgraphia is a condition that affects the ability to recognise and decipher written words, and the relationship between letter forms and the sounds they make. Individuals with dysgraphia can have difficulty converting the sounds of language into writing.
Misophonia
Misophonia is an extreme emotional reaction to certain everyday sounds that most people find relatively easy to ignore, such as keyboard tapping or rustling paper. People with misophonia experience reactions such as shortness of breath, tension, a racing heart, and feeling hot.
Slow processing speed
Slow processing speed is a condition where individuals may remain silent for a few seconds before responding to something or might take a long time to explain something. What is slow processing speed?
Tourette’s syndrome
Tourette’s syndrome is a neurological disorder characterised by tics, usually sudden, repetitive involuntary movements and sounds.
Bipolar disorder, depression, schizophrenia, and anxiety are sometimes also included under the umbrella of neurodivergence. See the Brain Charity’s A-Z of neurological conditions.
Symptoms of these neurodivergent conditions often overlap, meaning some individuals may experience more than one condition. You should also be aware that although individuals may have the same neurodivergent condition or conditions. The way these manifest in behaviour can be very different, for example, women may exhibit the signs of autism differently from men.
Your staff as individuals
Recognise that each employee has a unique approach to processing information and completing tasks. Each individual will have a different communication style as well. By acknowledging and accommodating neuro differences, employers can create a 91�㽶��ɫ��Ƶive environment that enables all staff to reach their individual and collective potential.
Employers doing this can benefit from the rewards that neurodiversity can bring to their business. See the advantages and challenges of neurodivergency in the workplace.

Actions

Neurodiversity guide | Irish Congress of Trade Unions

Autism employer 91�㽶��ɫ��Ƶ and guidance | National Autistic Society

Dyslexia employer 91�㽶��ɫ��Ƶ and guidance | British Dyslexia Association

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Employee engagement

Employ and 91�㽶��ɫ��Ƶ people with disabilities

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

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Advantages of neurodivergency in the workplace

Employers that understand neurodiversity and appropriately 91�㽶��ɫ��Ƶ their neurodivergent staff can reap the advantages that neurodiversity can bring to a business.
A business that values its employees' unique perspectives and actively 91�㽶��ɫ��Ƶs them will reap significant benefits.
Recognised strengths of neurodivergent people
Neurodivergent individuals bring diverse strengths and skills that can significantly benefit the workplace. It is widely believed that neurodivergent individuals often excel in the following areas:
attention to detail
dependability
high level of stamina
information processing
memory recall
productivity and work quality
loyalty
honesty
When the right environment, culture, and 91�㽶��ɫ��Ƶ are provided for neurodivergent staff to excel, these strengths can contribute to many business advantages.
Benefits of employing neurodivergent staff
Neurodivergent employees bring a wide range of strengths, talents, and skills to businesses, including:
Increased innovation and creativity
With different ways of thinking, you will find that a diverse workforce provides the breeding ground for creative thinking and new ways to do things. Neurodivergency paves the way for innovation, leading to the discovery of more efficient processes and the creation of new products or services. Greater innovation can also lead the way to business growth and new markets.
Enhanced problem solving
A diverse workforce brings a variety of perspectives to problem-solving, leading to more creative and effective solutions. Neurodivergent workers, particularly those on the autistic spectrum, often have a meticulous focus on attention to detail, strong recall of information, an ability to detect errors, and easily identify patterns that can aid problem-solving.
Increased productivity
When employers offer appropriate 91�㽶��ɫ��Ƶ and adjustments, neurodivergent employees can thrive and contribute to increased productivity and efficiency. The unique skills and cognitive abilities that neurodivergent people can bring to approaching tasks and solving problems can make your organisation more efficient in what it does.
A wider range of talent and skills
Some employees are strong communicators, others are analytical thinkers, and others excel in structured or competitive work. Recruiting from a neurodiverse pool of talent gives you access to a diverse skill set, making it easier to match the right individual to various job functions within your business.
More effective recruitment
Unfortunately, neurodivergent candidates often struggle to find employment, usually because the recruitment process is entirely geared toward neurotypical abilities. By making simple adjustments to 91�㽶��ɫ��Ƶ all applicants, you can attract and hire the best talent, strengthening your team.
Staff retention
Neurodivergent workers will show a greater commitment, trust, and loyalty to employers with an inclusive workplace culture that 91�㽶��ɫ��Ƶs everyone. This reduces staff turnover and helps you retain valuable skills and experience. Employers focusing on recruiting and retaining neurodivergent talent make it clear to their workforce that thinking differently is recognised and valued.
Teamwork and inclusiveness
Many neurotypical workers appreciate learning about neurodivergent colleagues and will take pride in working in an inclusive workplace that embraces diverse ways of thinking and interacting. An inclusive workplace culture helps them better understand, connect, and engage with their neurodivergent colleagues. Many people don’t discover their neurological condition until they are adults. Fostering an open and inclusive workplace culture will make it easier for those workers to declare their condition and seek the 91�㽶��ɫ��Ƶ they need to thrive.
Build a strong business reputation
Some consumers prefer to do business with organisations that employ people with disabilities and other people from diverse backgrounds. Many of your customers will be neurodivergent people and prefer buying products or services from a company whose workers they identify with.
Actions

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Implement an equality plan

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Employ and 91�㽶��ɫ��Ƶ people with disabilities

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Support and manage neurodivergent staff

Practical steps employers can take to develop an inclusive workplace that values and 91�㽶��ɫ��Ƶs neurodivergent staff.

Maximising the contributions of neurodivergent employees requires implementing suitable adjustments and 91�㽶��ɫ��Ƶ systems within your organisation.
How to 91�㽶��ɫ��Ƶ neurodivergent staff
Employers can take several practical steps to foster an inclusive workplace culture that offers neurodivergent workers the 91�㽶��ɫ��Ƶ they need to thrive and reach their full potential.
Understand your legal obligations
It is likely that neurodivergent conditions, such as autism, would be deemed to be a disability for the purposes of the Disability Discrimination Act 1995. Employers must ensure they treat all employees and job applicants fairly and without subjecting them to unlawful discrimination, including unlawful disability discrimination. In the case of employees who are disabled, you will also have a legal duty to make reasonable adjustments. See discrimination against disabled people.
Offer reasonable adjustments
Making reasonable adjustments empowers employees and interview candidates to demonstrate their full capabilities, aligning with legal requirements and sound business practices. Examples of reasonable adjustments for neurodivergent workers include flexible working, modifications to the physical environment, adjustments to your recruitment processes, provision of assistive technology, and specific training. Often, reasonable adjustments involve little or no cost to the business.
Prioritise individual needs when providing 91�㽶��ɫ��Ƶ for neurodivergent employees. Avoid assumptions and comparisons, as experiences and 91�㽶��ɫ��Ƶ requirements can vary significantly within the same neurodivergent category.
Embrace flexible working
Flexible working can help 91�㽶��ɫ��Ƶ neurodivergent employees with different needs and preferences for their work environment and schedule. Various ways of flexible working can help employers 91�㽶��ɫ��Ƶ neurodivergent staff to perform to the best of their ability.
Neurodivergent employees may benefit from flexible work options, allowing them to choose workspaces that cater to their sensory preferences, customise their work hours to align with their productivity patterns, and reduce the stress associated with commuting.
Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity
Creating a culture of neurodiversity awareness and acceptance involves understanding and respecting diverse working styles and preferences. This fosters a 91�㽶��ɫ��Ƶive environment where employees feel at ease to seek 91�㽶��ɫ��Ƶ or reasonable adjustments without fear of judgement or misconceptions.
Provide training on neurodiversity
Implement training that educates employees about neurodivergency, the challenges for individuals with various conditions, and the valuable contributions a neurodiverse workforce can make to your business. This will foster a more inclusive and 91�㽶��ɫ��Ƶive workplace by increasing awareness, dispelling misconceptions, and promoting acceptance among colleagues. Consider incorporating sensitivity training and communication workshops into your training curriculum.
Develop a diversity, equality, and inclusion workplace policy
Develop a workplace policy that addresses neurodiversity. This will set out your views and 91�㽶��ɫ��Ƶ system available to all employees. It shows that as an employer, you value cognitive diversity in the workplace and are willing to take steps to ensure inclusivity for neurodivergent staff. See equality and diversity workplace policies.
Adapt management styles for neurodiversity
A one-size-fits-all management style will not get the best from your staff. Managers should adopt a flexible and individualised approach to managing and 91�㽶��ɫ��Ƶing neurodivergent staff. Managers should ask neurodivergent employees about their preferred communication methods, eg, some neurodivergent staff may prefer email or instant messaging over phone or video calls. On the frequency of meetings, some staff may prefer weekly check-ins over daily catch-ups.
Managers should provide clear and specific guidance, instructions, and expectations to neurodivergent employees. Written guidelines or checklists for work tasks may be helpful for some staff. Provide managers with relevant training to enhance their understanding of neurodivergency and develop the skills needed to lead neurodiverse teams effectively.
Offer mental health 91�㽶��ɫ��Ƶ
Neurodivergent staff may be more vulnerable to mental health challenges, particularly in workplaces that lack flexibility and 91�㽶��ɫ��Ƶ. Prioritise mental health 91�㽶��ɫ��Ƶ for all staff by providing resources and promoting a culture of well-being. Invest in training that equips staff with mental health resilience skills, enabling them to recognise early warning signs and take proactive steps to address potential issues.
Remember, the 91�㽶��ɫ��Ƶ you provide to neurodivergent staff should be ongoing. Don’t make the mistake of thinking that once you’ve provided some initial 91�㽶��ɫ��Ƶ, you are finished. You should continue to listen and respond to each request for adjustments and help. See how to 91�㽶��ɫ��Ƶ employees with mental ill health.
Establish a neurodivergent employee resource group
You could encourage staff to set up an employee resource group for neurodivergent people and their allies. This can help establish a forum where individuals can share experiences and 91�㽶��ɫ��Ƶ each other. See more on creating staff forums.
Managing neurodivergency in the workplace
Take time, effort, and commitment to invest and effectively understand and 91�㽶��ɫ��Ƶ neurodivergent staff to fulfil their potential.
Consider staff needs at an individual level
To get the best from your neurodivergent staff, you will need to consider their needs and preferences at an individual level. A one-size-fits-all approach will be counterproductive. Considering individual needs will require investment in time and a flexible management style.
Adapt management style
Managers may need to adapt their management style to better understand and 91�㽶��ɫ��Ƶ neuro-inclusivity in the workplace. Training should be provided to help managers understand neurodivergency and how to 91�㽶��ɫ��Ƶ employees when and where they need it to help them excel in their job.
Match job roles with skills
If you assign workers to job roles they are unsuited to, you will heighten their stress levels and could end up with them leaving, so ensure that you sufficiently match job roles with an individual's skills and abilities. You should also give clear instructions on what an individual must do to meet their goals.
Workplace redesign
You could redesign your workplace to accommodate neurodivergent staff. For example, you could create sensory-friendly workspaces, agile workstations, and break-out areas.
Foster an inclusive workplace culture
Staff may be reluctant to disclose their neurodivergence, so it can be challenging to identify and understand the impact of neurodivergency in your workplace. However, establishing a positive, equal, and inclusive workplace culture will show that you value all your staff.

While there may be challenges, the rewards of valuing, embracing, and 91�㽶��ɫ��Ƶing all employees far outweigh the costs. See the advantages of neurodivergency in the workplace.

Actions

Autistic and neurodivergent training | Autism NI

Employing autistic people | National Autistic Society

Workplace neurodiversity training | The Brain Charity

Training for businesses | ADHD Foundation

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Staff feedback, ideas and forums

Employee engagement

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Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

How AMC Training & Consultancy, based in Lisburn, recruited someone with a neurodivergent condition and 91�㽶��ɫ��Ƶed them in the workplace to maximise their potential.

AMC Training & Consultancy Ltd, based in Lisburn, specialises in safety training, assessment, and workforce 91�㽶��ɫ��Ƶ services for the rail industry. They offer clients services, including training delivery, digital 91�㽶��ɫ��Ƶ systems, embedded train driver services, and consultancy 91�㽶��ɫ��Ƶ.
Matt Taylor, Managing Director, explains how AMC Training & Consultancy recruited Keith, a neurodivergent talent whose skills and strengths have driven the company's business growth.
Flexible recruitment process
"Our recruitment process is informal, but we always focus on finding the right person for the role and team fit. We don’t use rigid criteria in our recruitment process; instead, we take the time to understand what someone can bring to our team and whether they will thrive in the working environment we’ve built."
"We have learned and adapted as we’ve grown. Engaging with external advisers, like the Department for Communities, has opened our eyes to a much broader pool of talent that we might not have considered before. This has led us to become more open-minded and flexible in how we approach our hiring practices."
"We offer reasonable adjustments when recruiting, providing extra time to those who need it, offering different interview formats, and favouring a conversation over a formal interview process. We’re happy to accommodate any candidate who needs it. Our view is that if someone has the right mindset and something valuable to offer us, we’ll find a way to 91�㽶��ɫ��Ƶ them through the process."
Taking on neurodivergent talent
"We didn’t intentionally set out to attract neurodivergent talent. It happened by chance when we advertised for an administrative role. Keith had no background in the railway or training industry, but he quickly grasped the importance of training, competence, and safety in a highly regulated, safety-critical environment like rail."
"One of the biggest lessons we’ve learned is not to make any assumptions about someone’s background, capability, or team fit. When Keith first joined us, we didn’t know he was neurodivergent, and we weren’t actively thinking in those terms. However, we realised that if we’d followed a rigid recruitment process or judged him only by his CV, we might have missed the opportunity to hire him. The key lesson for us has been to stay open-minded, flexible, and focused on potential, not just experience."
Supporting neurodivergent talent
"We’ve always run AMC Training & Consultancy as an inclusive, family-oriented organisation, so we needed no major changes to our management style. My own son is neurodivergent, with autism and dyspraxia, so creating a 91�㽶��ɫ��Ƶive and understanding environment is a priority for me."
"We didn’t have a formal induction process in place when Keith joined, as we were still a small, fast-moving team. Instead, we took a gradual, flexible approach to help him settle in. This worked well, as it gave Keith the space to find his feet and start contributing to the business in a way that suited his strengths."
"We focus on flexibility, open communication, and giving people the space to work in a way that suits them. That meant trusting Keith to manage his workload, 91�㽶��ɫ��Ƶing him where needed, and making sure he felt valued and listened to. That approach has worked well right across our company. This flexibility in our management style enabled Keith’s talents to come to the fore, and he took the lead on developing our content management system (CMS)."
The benefits of neurodivergent talent to our business
"What became clear very quickly was that Keith’s way of thinking brought real value. He saw things differently, worked with real focus, and produced outcomes that exceeded all expectations. We recognised his talent early on when we saw how naturally he started picking up on industry challenges and turning them into simple, functional design concepts."
"What really stood out was Keith’s ability to understand complex problems, visualise a practical solution, and then design and develop clean, user-friendly software to solve it. He brought strong software skills, but in addition to that, he brought curiosity, adaptability, and a genuine commitment to do things well."
"We encouraged him to take the lead on developing our new CMS software. We provided 91�㽶��ɫ��Ƶ, including a specialist tech partner, to create the optimal environment for his success. His contribution has been nothing short of transformational. The system he built is not only robust and intuitive but also highly scalable, and it's now a vital component of our service offering."
"Keith’s exceptional talent for problem-solving - processing complex information, spotting inefficiencies, and then engineering clean, intuitive software - has not only given us a distinct commercial edge but also paved the way for new business growth."
"Our CMS has been so successful, we're launching a separate software company to advance it. In recognition of his talent, commitment, and central role in its development, we've invited Keith to become a fellow shareholder."
"For Keith, the role has provided him with a sense of ownership and progression. He’s not just part of the business; he’s actively shaping its future. The wider team has also benefited. Having Keith onboard has broadened everyone’s perspective and reinforced the importance of leveraging individual strengths. This has made us more open, more flexible, and ultimately more effective as a team."

Case Study
Matt Taylor

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Check whether your worker needs an ATAS certificate

bgraham — Wed, 16 Apr 2025 10:55:04 +0000

Check whether your worker needs an ATAS certificate bgraham Wed, 16/04/2025 - 11:55

UK visa sponsorship for employers

In this guide:

UK visa sponsorship for employers - eligibility

Eligibility criteria for employers applying for UK visa sponsorship licence.
To get a licence, you cannot have:

unspent criminal convictions forimmigration offences or certain other crimes, such as fraud or money laundering

had a sponsor licence revoked in the last 12 months

You’ll need appropriate systems in place to monitor sponsored employees.

UK Visas and Immigration (UKVI) will review your application form and 91�㽶��ɫ��Ƶing documents. They may visit your business to make sure you’re trustworthy and capable of carrying out your duties.
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Understanding your right to work in the UK: EU, EEA and Swiss citizens

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Right to work checks: Employing EU, EEA and Swiss citizens

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Job suitability for UK visa sponsorship

You can sponsor a worker if the job they’re going to do has a suitable rate of pay and skill level, or meets the other criteria needed for their visa.
You can sponsor a worker if the job they’re going to do:

complies with the UK minimum wage and working time regulations - the worker’s visa may be refused and you may lose your sponsor licence if it does not

meets the other criteria needed for their visa

Read section S4 of the ‘general information’ guidance for sponsoring a worker to find out more about complying with the minimum wage and working time regulations.

Read more about job suitability, if you’re sponsoring:

a skilled worker

a health or care worker

a worker on any type of ‘Global Business Mobility’ visa (senior or specialist worker, graduate trainee, secondment worker, UK expansion worker or service supplier)

a scale-up worker

a worker on a government-authorized exchange

a seasonal worker

a worker on an International Sportsperson visa

a worker on an international agreement

a creative worker

a charity worker

a minister of religion or religious worker

Additional requirements for religious workers

You’ll usually have to advertise any job you offer to someone with a Religious Worker visa, unless it’s a non-essential position or involves living within a religious order (such as a monk or nun).

When you do not need to advertise the job, you need to have records showing that there is not a suitable person who does not require sponsorship to take on the role.

There are rules you must follow about how to advertise jobs for religious workers.

Additional requirements for creative workers

Creative jobs done by someone on a Creative or Sporting Worker visa include:

ballet dancers and other dancers

film and TV performers

theatre and opera performers

film and TV workers

models

For creative jobs, you must comply with the creative workers code of practice (if it exists for that occupation). Read section CRW4 of the guidance for sponsoring a creative worker.

If there is no code of practice for that occupation, both of the following must apply:

the role is in the creative industries and listed in any of the tables in Appendix Skilled Occupations

the worker can make a unique contribution to creative life in the UK, for example they’re an internationally famous artist

If you are sponsoring a creative worker under 16

You may need to get a child performance licence if the worker is taking part in:

films, plays, concerts or other public performances that the audience pays to see, or that take place on licensed premises

paid modelling assignments

You must make sure that the person running the event applies at least 21 days before the event.

Additional requirements for workers on an International Sportsperson visa

For sporting jobs that will be done by someone on the International Sportsperson visa, you must get an endorsement letter from the relevant governing body.

Additional requirements for care workers

If you’re recruiting for a job with occupation codes 6135 or 6136 based in England, you need to try and recruit a ‘displaced’ care worker first.

A care worker may become displaced if their:

previous sponsor lost its licence

current sponsor does not have enough work for them

How to recruit a displaced care worker

To find out if there’s any displaced care workers to recruit in your region, you can contact your regional partnership.

If there are no displaced care workers available or suitable for the role, you’ll need to ask your regional partnership to contact UKVI to let them know you tried.

Read ‘the care worker recruitment requirement’ in section SK4 of the guidance for sponsoring a skilled worker to find out more about recruiting a displaced care worker.

Sponsoring under-18s

You can only sponsor a foreign worker under 18 on:

an International Sportsperson visa - they must be 16 or over

a Creative Worker visa - there’s no minimum age

a Government Authorised Exchange visa - there’s no minimum age

You cannot sponsor a foreign worker under 18 on any other visa.

Read more about your responsibilities if you sponsor a worker under 18.
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Understanding your right to work in the UK: EU, EEA and Swiss citizens

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Right to work checks: Employing EU, EEA and Swiss citizens

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Types of UK visa sponsorship licence

Types of licences for workers under the UK visa sponsorship including a worker licence and temporary worker licence.
The licence you need depends on whether the workers you want to fill your jobs are:

‘Workers’ - for those with long-term job offers

‘Temporary workers’ - for specific types of temporary employment

You can apply for a licence covering one or both types of worker.

Worker licence

A ‘Worker’ licence will let you sponsor people in different types of skilled employment. The skilled work can be for a short time, long-term or permanent depending on the worker’s visa.

The licence is split into:

Skilled Worker - the role must meet the job suitability requirements

Senior or Specialist Worker visa (Global Business Mobility) - for multinational companies which need to transfer established employees to the UK, previously the Intra-company Transfer visa

Minister of Religion - for people coming to work for a religious organisation

International Sportsperson - for elite sportspeople and coaches who will be based in the UK

Temporary Worker licence

A ‘Temporary Worker’ licence will let you sponsor people on a temporary basis, including for volunteering and job-shadowing. You can only get a Temporary Worker licence for specific types of employment and visas.

The licence is split into:

Scale-up Worker - for people coming to work for a fast-growing UK business

Creative Worker - to work in the creative industry, for example as an entertainer or artist (up to 2 years)

Charity Worker - for unpaid workers at a charity (up to 1 year)

Religious Worker - for those working in a religious order or organisation (2 years)

Government Authorised Exchange - work experience (1 year), research projects or training, for example practical medical or scientific training (2 years) to enable a short-term exchange of knowledge

International Agreement - where the worker is coming to do a job which is covered by international law, for example employees of overseas governments

Graduate Trainee (Global Business Mobility) - for workers transferring to their employer’s UK branch as part of a graduate training programme

Service Supplier (Global Business Mobility) - for workers with a contract to provide services for a UK company (6 or 12 months)

UK Expansion Worker (Global Business Mobility) - for workers sent to the UK to set up a new branch or subsidiary of an overseas business

Secondment Worker (Global Business Mobility) - for workers transferring from overseas to work for a different UK business as part of a high-value contract

Seasonal Worker – allows people to come to the UK and work in horticulture (for example, picking fruit and vegetables) for up to 6 months, or poultry from 18 October to 31 December each year

If you’re sponsoring a scale-up worker

Your sponsorship responsibilities as a sponsor for a scale-up worker will end 6 months after they get permission to come to or stay in the UK.

After that, a scale-up worker can do any of the following until their visa expires:

continue working for you without getting a new certificate of sponsorship

change jobs without getting a new sponsor
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Understanding your right to work in the UK: EU, EEA and Swiss citizens

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UK visa sponsorship management roles

You need to appoint people within your business to manage the sponsorship process when you apply for a UK visa sponsorship licence.
You need to appoint people within your business to manage the sponsorship process when you apply for a licence.

The main tool they’ll use is the sponsorship management system (SMS).

The roles are:

authorising officer – a senior and competent person responsible for the actions of staff and representatives who use the SMS

key contact – your main point of contact with UK Visas and Immigration (UKVI)

level 1 user – responsible for all day-to-day management of your licence using the SMS

These roles can be filled by the same person or different people.

You can also appoint an optional level 2 user once you have your licence. This is an SMS user with more restricted access than a level 1 user, for example they cannot withdraw a certificate of sponsorship.

Suitability checks

You and your staff will be checked to make sure you’re suitable for these roles. You may not get your licence if anyone involved in sponsorship has:

an unspent criminal conviction for an offence listed in the guidance for sponsors

been fined by UKVI in the past 12 months

been reported to UKVI

broken the law

been a ‘key person’ at a sponsor that had its licence revoked in the last 12 months

failed to pay VAT or other excise duty

You and your allocated staff must also:

be based in the UK most of the time

not be a contractor or consultant contracted for a specific project

not be subject to a bankruptcy restriction order or undertaking, or a debt relief restriction order or undertaking

not have a history of non-compliance with sponsor requirements

Your allocated staff must usually be paid members of staff, or office holders.

Read the full guidance on appointing ‘key personnel’.

HR contractors and agency staff

At least one level 1 user must be an employee, partner or director in your organisation.

You can have additional level 1 or level 2 users who are employed by third-party organisations that provide you with HR services.

A temporary member of staff supplied by an agency can be a level 2 user.

UK-based legal representatives

You can allocate any of the roles to a UK-based legal representative, apart from the authorising officer role. Your representative must be qualified to give immigration advice or services.
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Apply for your UK visa sponsorship licence

How employers can apply for their UK visa sponsorship licence.

You need to apply online for your licence.

Once you’ve finished the online application, you need to send in:

the submission sheet at the end of the application
your 91�㽶��ɫ��Ƶing documents

Any affidavits or statutory declarations you send must be witnessed by a qualified, independent person - for example, a solicitor, Notary Public, Justice of the Peace, Commissioner for Oaths, or (in Scotland only) a Councillor.

Apply for a sponsor licence

How to send the documents

You can scan or take pictures of your submission sheet and 91�㽶��ɫ��Ƶing documents and send them to the email address given on the submission sheet. Make sure your files:

are in PDF, JPEG or PNG format
have descriptive titles, with 25 or fewer characters
are high enough quality to be read

If your documents are not in English or Welsh, they must be accompanied by a certified translation - there’s more information in the 91�㽶��ɫ��Ƶing evidence guidance for sponsors.

If you cannot scan and send the documents by email, contact UK Visas and Immigration (UKVI) using the contact details on the submission sheet.

Licence fees

You need to pay a fee when you apply. The fee depends on the type of licence you’re applying for and what type of organisation you are.

Type of licence	Fee for small or charitable sponsors	Fee for medium or large sponsors
Worker	£574	£1,579
Temporary Worker	£574	£574
Worker and Temporary Worker	£574	£1,579
Add a Worker licence to an existing Temporary Worker licence	No fee	£1,005
Add a Temporary Worker licence to an existing Worker licence	No fee	No fee

You’re usually a small sponsor if at least 2 of the following apply:

your annual turnover is £15 million or less
your total assets are worth £7.5 million or less
you have 50 employees or fewer

You’re a charitable sponsor if you’re:

a registered charity in Northern Ireland - if you’re not on the register, you must provide proof of your charitable status for tax purposes from HM Revenue and Customs (HMRC)
a registered charity in England or Wales
a registered charity in Scotland
an excepted charity
an exempt charity
an ecclesiastical corporation established for charitable purposes

If you’re not sure which category your business fits into, contact the Business Helpdesk:

Contact businesshelpdesk@homeoffice.gov.uk if you’re unsure which category your business fits into.

How long it takes to get a decision

Most applications are dealt with in less than 8 weeks. UKVI may need to visit your business.

You may be able to pay an extra £500 to get a decision within 10 working days. This service is limited to a small number of applications every working day. Faster decisions are allocated in the order that requests arrive (first come, first served).

You’ll be told how to ask for a faster decision after you apply.

Applications refused because of a mistake

You can apply to request a review of your application if you think it was refused because:

the caseworker processing your application made a mistake
your 91�㽶��ɫ��Ƶing documents were not considered

You cannot apply just because you disagree with the decision.

Help and advice

Sponsors can get advice from the sponsorship, employer and education helpline:

Sponsorship, employer and education helpline

Telephone: 0300 123 4699
Monday to Thursday, 10am to 3pm
Find out about call charges

You can also join the premium customer service scheme to get extra 91�㽶��ɫ��Ƶ from a licence manager - this costs at least £8,000 a year.

UK businesses and Tier 1 (Investors) can get help from the Home Office Business Helpdesk:

Business Helpdesk

businesshelpdesk@homeoffice.gov.uk

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Your UK visa sponsorship licence rating

Various ratings for a UK visa sponsorship licence and how to upgrade if your licence is downgraded.

You’ll get an A-rated licence if your application is approved.

A-rating - full sponsor licence

An A-rated licence lets you start assigning certificates of sponsorship.

Your business will be listed in the register of sponsors.

If you’re applying to sponsor a UK Expansion Worker

You’ll get a ‘provisional’ rating instead of an A-rating if your authorising officer is based outside the UK.

You’ll only be able to assign one certificate of sponsorship, which must be assigned to the authorising officer so they can enter the UK.

Once they’ve got their visa, you can upgrade your licence to an A-rating and request additional certificates of sponsorship using the sponsorship management system (SMS).

Downgrading to B-rating

Your A-rated licence may be downgraded to a B-rating at a later stage if you do not continue to meet your sponsor duties.

If this happens, you will not be able to issue new certificates of sponsorship until you’ve made improvements and upgraded back to an A-rating.

You’ll still be able to issue certificates to workers you already employ who want to extend their permission to stay.

Upgrade to an A-rating

You need to follow an ‘action plan’ provided by UK Visas and Immigration (UKVI) to upgrade your licence.

You have to pay £1,579 for an action plan.

You must pay the fee within 10 working days of the date UKVI tells you about the downgrade. If you do not, you’ll lose your licence.

At the end of the action plan

You’ll be upgraded to an A-rating if you complete all the steps and there’s nothing else you need to improve.

You’ll lose your licence if you do not complete all the steps.

If you need to make other improvements, you’ll be given another B-rating and will have to follow a new action plan. You’ll have to pay the fee again.

If you get a second B-rating

You can only have 2 B-ratings while your licence is valid. You’ll lose your licence if you still need to make improvements after your second action plan.

How to reapply

You cannot appeal if your licence is revoked, but you can reapply. You have to wait at least 12 months before reapplying.

You need to start a new application when you reapply.

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Check whether your worker needs an ATAS certificate

Before you assign a certificate of sponsorship to your worker, you may need to check whether the worker needs an Academic Technology Approval Scheme (ATAS) certificate.
Before you assign a certificate of sponsorship to your worker, you may need to check whether the worker needs an Academic Technology Approval Scheme (ATAS) certificate.

Who needs to do this

You’ll need to do this if you’re sponsoring a worker on any of the following:

a Skilled Worker visa

a Senior or Specialist Worker visa (Global Business Mobility)

a Graduate Trainee visa (Global Business Mobility)

a UK Expansion Worker visa (Global Business Mobility)

a Service Supplier visa (Global Business Mobility)

a Secondment Worker visa (Global Business Mobility)

a Scale-up Worker visa

a Government Authorised Exchange visa

an International Agreement visa

If you’re sponsoring a worker on any other visa, you do not need to do anything.

What you need to do

If you do need to check, you must follow these steps.

Check if the worker needs an ATAS certificate

Answer the question on the certificate of sponsorship, confirming whether or not the worker needs an ATAS certificate. If they do not need an ATAS certificate, you may need to give a brief explanation of why.

If the worker does need an ATAS certificate, you must tell them that they need to get one and include it in their visa application.

Check if the worker needs an ATAS certificate

The worker will need an ATAS certificate if all of the following are true:

you have a Student sponsor licence

you’re sponsoring the worker in a relevant occupation code

the worker will be carrying out research at PhD level or above in a ‘relevant subject’ - check the relevant subject areas list in the worker sponsor guidance

the worker’s nationality is not exempt from needing an ATAS certificate - check the exempt nationalities list in the worker sponsor guidance

If your worker does not need an ATAS certificate because they will not be doing research at PhD level or above in a relevant subject but all of the other points apply, you’ll need to add an explanation note.

You can either:

add a note to the ‘job description’ field on your certificate of sponsorship

add a sponsor note after you have assigned your certificate of sponsorship

Example explanation note

The worker does not need an ATAS certificate because the role does not involve research at PhD level or above.

If the worker needs an ATAS certificate

You must:

tell the worker that they need to get an ATAS certificate and include it in their visa application

make and keep a copy of the ATAS certificate, once it has been issued

You do not need to add an explanation or a sponsor note if your worker does need an ATAS certificate.

Tell the worker that they need an ATAS certificate

Tell the worker that they must apply for an ATAS certificate and include it in their visa application.

If the worker does not include their ATAS certificate, their visa application will be refused and you may lose your sponsor licences.

ATAS certificate applications for workers can take at least 2 weeks to be processed (3 weeks between April and September).

Make and keep a copy of the ATAS certificate

When the worker has received their ATAS certificate, you must keep a copy of either:

the certificate

the electronic approval notice the worker received from the Foreign, Commonwealth & Development Office (FCDO)
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Certificates of UK visa sponsorship

You must assign a certificate of sponsorship to each foreign worker you employ.

You must assign a certificate of sponsorship to each foreign worker you employ. This is an electronic record, not a physical document. Each certificate has its own number which a worker can use to apply for a visa.

When you assign the certificate to a worker, they must use it to apply for their visa within 3 months. They must not apply for their visa more than 3 months before the start date of the job listed on the certificate.

You may need to check if your worker needs an Academic Technology Approval Scheme (ATAS) certificate before you assign a certificate of sponsorship.

Defined certificates

These are for people applying on a Skilled Worker visa from outside the UK.

You must apply for defined certificates for these workers through the sponsorship management system (SMS). You’ll get access to this when you get your licence.

When you get the certificate

Applications are usually approved within one working day. It may take longer if UKVI need to carry out further checks on the information in your application.

Defined certificates will appear in your SMS account once they have been approved. You can then assign them to a worker.

Undefined certificates

These are for Skilled Workers applying from inside the UK, and applicants on all other visas.

When you apply for your licence you’ll be asked to estimate how many undefined certificates you’ll need for Workers and Temporary Workers in the first year.

If you’re sponsoring a UK Expansion Worker

If your licence has a provisional rating, you’ll only be able to assign one certificate of sponsorship. This must be assigned to the authorising officer so they can enter the UK.

Once they’ve got their visa, you can upgrade your licence to an A-rating and request up to 4 additional certificates of sponsorship using the sponsorship management system (SMS).

Certificate costs

You’ll need to pay a fee when you assign a certificate to a worker. How much a certificate will cost depends on the type of sponsor licence you have.

Type of certificate	Cost per certificate
Worker (except workers on the International Sportsperson visa)	£525
Temporary Worker	£55
International Sportsperson - where the certificate of sponsorship is assigned for more than 12 months	£525
International Sportsperson - where the certificate of sponsorship is assigned for 12 months or less	£55

If you assign a certificate of sponsorship to a worker on a Skilled Worker or Intra-company Transfer visa, you might also need to pay the immigration skills charge.

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Immigration skills charge and UK visa sponsorship

You might have to pay an additional charge when you assign a certificate of sponsorship to someone applying for a Skilled Worker or Intra-company Transfer visa.
You might have to pay an additional charge when you assign a certificate of sponsorship to someone applying for a Skilled Worker or Intra-company Transfer visa. This is called the ‘immigration skills charge’.

You must pay the immigration skills charge if they’re applying for a visa from:

outside the UK to work in the UK for 6 months or more

inside the UK for any length of time

When you do not need to pay

You will not have to pay the charge if you’re sponsoring someone with one of the following occupation codes:

chemical scientists (2111)

biological scientists (2112)

biochemists and biomedical scientists (2113)

physical scientists (2114)

social and humanities scientists (2115)

natural and social science professionals not elsewhere classified (2119)

research and development managers (2161)

other researchers, unspecified discipline (2162)

higher education teaching professionals (2311)

You also might not have to pay the charge if you’re sponsoring a worker who was assigned a certificate before 6 April 2017 - there’s more information in the immigration skills charge guidance for sponsors.

You will not need to pay the charge for any of the worker’s dependants, for example their partner or child.

If you’re sponsoring someone to switch to a work visa from a visa that allows them to study

You will not have to pay the charge if they switch to either a Skilled Worker or Senior or Specialist Worker visa and then extend their stay on the new visa.

If you’re sponsoring someone on the Global Business Mobility Senior or Specialist Worker route

You will not have to pay the charge if all of the following apply to the worker you’re sponsoring:

they were assigned a certificate of sponsorship on or after 1 January 2023

they are a national of an EU country or hold a Latvian non-citizen’s passport

they normally work in the EU for your EU business but have been temporarily transferred to work in the UK

the end date of the temporary transfer, as specified on the certificate of sponsorship, is no more than 36 months after the start date

If the person you’re sponsoring changes jobs

If you’ve assigned a certificate of sponsorship to someone in your organisation who then moves to a new job in your organisation, you’ll need to assign them a new certificate. They will use this to apply for a new visa.

You only need to do this if the new job has a different occupation code.

You must pay the immigration skills charge for the full length of their visa. If the new certificate of sponsorship allows the worker more time on their visa, you’ll need to pay for this extra time.

You do not need to pay the additional immigration skills charge if the new certificate of sponsorship does not extend the time on your sponsored worker’s visa.

Example

A worker has a visa from 1 January 2021 to 1 January 2023. You pay the immigration skills charge for that 2 year period. The worker gets a new job in your organisation and you assign them a new certificate of sponsorship that extends their visa to 1 July 2023.

In this example, you would need to pay an additional immigration skills charge to cover the extra 6 months (1 January 2023 to 1 July 2023).

How to pay

You pay the immigration skills charge when you assign a certificate of sponsorship to the worker.

How much it costs

The amount you need to pay is based on:

the size of your organisation

how long the worker will work for you, using the start and end dates on their sponsorship certificate

Period Small or charitable sponsors Medium or large sponsors

First 12 months £364 £1,000

Each additional 6 months £182 £500

How to tell if you’re a small or charitable sponsor

You’re usually a small sponsor if at least 2 of the following apply:

your annual turnover is £15 million or less

your total assets are worth £7.5 million or less

you have 50 employees or fewer

You’re a charitable sponsor if you’re:

a registered charity in Northern Ireland - if you’re not on the register, you must provide proof of your charitable status for tax purposes from HM Revenue and Customs (HMRC)

a registered charity in England or Wales

a registered charity in Scotland

an excepted charity

an exempt charity

an ecclesiastical corporation established for charitable purposes

If you’re not sure which category your business fits into, contact the Business Helpdesk:

Contact businesshelpdesk@homeoffice.gov.uk if you’re unsure which category your business fits into.

How much to pay based on how long the worker will work for you

If the worker will be in the UK for longer than 6 months but less than a year, you must pay for at least 12 months.

You must pay the full charge in one go.

The longest you can sponsor a worker for is 5 years, so the most you’ll have to pay is:

£1,820 (5 x £364) if you’re a small or charitable sponsor

£5,000 (5 x £1,000) if you’re a medium or large sponsor

UK Visas and Immigration (UKVI) will contact you if you do not pay the charge or pay the wrong amount. You’ll have 10 working days to pay the charge - the worker’s visa application will be refused if you do not.

Refunds

You’ll get a full refund if the worker’s visa application is:

refused or withdrawn

successful, but they do not come to work for you

You’ll get a partial refund if the worker:

gets less time on their visa than you sponsored them for

starts working for you but then changes to another sponsor

leaves their job before the end date on their certificate of sponsorship

You’ll also get a partial refund if you paid the medium or large sponsor fee when assigning the certificate, but had already notified UKVI that you’re now a small or charitable sponsor.

How long it takes

You usually get a refund within 90 days of:

telling UKVI that the worker did not come to work for you

the expiration date on the worker’s certificate of sponsorship, if they did not use it to apply for a visa

the date the worker’s visa application is refused or withdrawn

the date you assigned the certificate of sponsorship, if you had already notified UKVI that you became a small or charitable sponsor

If the worker’s visa application is refused, they can ask for the decision to be reviewed. This is known as an ‘administrative review’.

If they do not ask for an administrative review, you’ll get a refund within 90 days of the deadline for applying for one.

You’ll get a refund within 90 days of the administrative review being dismissed if the worker applied for one and were unsuccessful.

Contact UKVI if your refund is not paid within 90 days.
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Employer responsibilities for UK visa sponsorship

Employers have a number of responsibilities that they must meet when employing someone on a UK visa sponsorship.
You must:

check that your foreign workers have the necessary skills, qualifications or professional accreditations to do their jobs, and keep copies of documents showing this

only assign certificates of sponsorship to workers when the job is suitable for sponsorship

tell UK Visas and Immigration (UKVI) if your sponsored workers are not complying with the conditions of their visa

comply with UK employment law for jobs you’re offering

meet any specific requirements for workers under 18, scale-up workers or offshore workers

Your licence may be downgraded, suspended or withdrawn if you do not meet them.

Read the full guidance on sponsor requirements and duties and check workers have the right to work in the UK.

Monitoring employees

You must have HR systems in place that let you:

monitor your employees’ immigration status

keep copies of relevant documents for each employee, including evidence you’ve carried out the relevant right to work checks

track and record employees’ attendance

keep employee contact details up to date

report to UKVI if there is a problem, for example if your employee stops coming to work

Changes to your business

You must report any significant changes in your own circumstances within 20 working days, for example if you:

stop trading or become insolvent

substantially change the nature of your business

are involved in a merger or take-over

make changes that affect your relationship with any overseas businesses that have sent workers to you

make any changes to a contract covering secondment workers or service suppliers

You must also tell UKVI if you’re changing your details, like your address or allocated roles.

If you’re sponsoring a UK Expansion Worker and have a ‘provisional’ rating

You must tell UKVI when your authorising officer’s visa is granted. You’ll need to update their immigration status and address in the UK.

How to report changes

To register a change of circumstances use the sponsorship management system (SMS).

Requests can take up to 18 weeks. You can register a change within 5 working days instead if you use the priority service. It costs £200.

Sponsoring under-18s

You must make sure that foreign workers under 18 have suitable care arrangements for their:

travel to the UK

arrival in the UK

living arrangements in the UK

You must also get a letter from their parents giving consent to the care arrangements.

You must get an Access NI criminal record check on any of your workers who need it.

You’ll lose your licence if you do not do this.

Children under 16

You can only sponsor foreign workers under 16 if they’re on either:

a Creative Worker visa - they may also need a performance licence

a Government Authorised Exchange visa

You also need to check:

the rules about how many hours children can work

if the child needs an employment permit from their local council

Sponsoring a scale-up worker

Your responsibilities as a sponsor for a scale-up worker start on the date you assign them a certificate of sponsorship. Your responsibilities end 6 calendar months after either:

the ‘valid from’ date on your worker’s visa - if they were outside the UK when they applied

the date they are told they have permission to stay - if they were inside the UK when they applied

You must tell UKVI your worker’s start date using the sponsorship management system (SMS).

Example

A scale-up worker gets their permission to come to or stay in the UK on 1 October 2022. Your sponsorship responsibilities for that worker will end at 11:59pm on 1 April 2023.

Sponsoring an offshore worker

You must tell UKVI when the worker you’re sponsoring:

first arrives in UK waters at the beginning of the job

leaves UK waters at the end of the job

Tell UKVI using the sponsorship management system (SMS).

You must not tell UKVI before they arrive or leave. You must do it up to 10 working days after the dates they arrive and leave.
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Period	Small or charitable sponsors	Medium or large sponsors
First 12 months	£364	£1,000
Each additional 6 months	£182	£500

Boosting business and talent through a work experience placement - Causeway Coffee

bgraham — Tue, 25 Feb 2025 10:02:04 +0000

Boosting business and talent through a work experience placement - Causeway Coffee bgraham Tue, 25/02/2025 - 10:02

Providing work experience opportunities

In this guide:

Benefits of work experience

Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.

Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.

By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.

Benefits of providing work experience for employers

Offering work experience can bring a number of benefits to you as an employer:

Promotes your company profile

Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.

Contribute to your corporate and social responsibility (CSR)

Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.

Better connection with your community

By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.

Find new talent

Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.

Skills development

Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.

Get additional help at no cost

Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.

Innovation and new ideas

Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.

Promoting diversity

By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.

Gain a competitive edge

By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.

Work experience benefits for young people

There are a number of benefits that work experience placements can offer young people:

Skills development

Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.

Career path

Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.

Personal development

Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.

Connections

Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.

Insight into recruitment

Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV

Developed with

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Work experience opportunities for students still at school

Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.

Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to 91�㽶��ɫ��Ƶ employers and school career teachers in arranging work experience placements for post-primary students.

Speakers for School

You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.

Offer work experience opportunities with Speakers for School.

Business in the Community Work Inspiration

Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.

Schools and colleges

A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.

Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.

Contact your local Education Authority office.

Arranging work experience

Issues to consider when thinking of taking part in work experience include:

Duration of placement - most schools and colleges prefer a five-day block placement, however, some may be open to three or four-day placements.

Age of students - most students go on work experience in year 12 (age 15-16 years old) and/or year 13 (age 16-17 years old) or year 14 (age 17-18 years old).

You do not have to pay students on work experience a wage.
Developed with

Department for the Economy

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Work experience opportunities for young people and graduates

Detailing work experience opportunities for young people and graduates.

There are ways you can source or advertise work experience opportunities for young people and graduates.

Work Experience Programme

The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.

Read full details on the Work Experience Programme.

Connect with local universities and colleges

Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.

Find contact details for universities and colleges in Northern Ireland.

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Preparing for the work experience placement

When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.

Before starting, the placement supervisor should try to inform the student about the following:

where to go on their first day

who to report to

start and finish time

breaks

lunchtimes

canteen facilities or alternatives

dress code (smart/casual can be confusing, so you could provide a few examples)

Placement Plan

Placement plans provide both the supervisor and student with a placement structure.

You may wish to consider incorporating the following into the placement plan:

welcome and overview of the company

induction - health and safety, confidentiality

provision of uniform/pass if required

tour including canteen and toilets

instruction in the safe use of any equipment including IT equipment

timetable for the week

what activities the student will be doing

details of any projects they may have to complete

review of placement when completed

It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
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Department for the Economy

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Ensuring a safe work experience placement

To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.

Insurance

You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.

In addition:

you may be required to provide proof of this liability insurance to the school or college

you may also have to sign an indemnity form which the school or college will provide

For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).

Health and safety

You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.

Read HSE guidance on work experience.

Legal constraints

Employers should be mindful also of the following legal constraints in place to protect the student.

Students should not:

be asked to work outside the hours of 9am to 5pm

be asked to work more than 36.25 hours per week, excluding travel or lunch breaks

work for more than five days in any consecutive seven-day period

drive, manage, control or move mechanically propelled vehicles

undertake work experience in a place where they are under the statutory age limit

work in ways prohibited for under 18 year olds eg on aeroplanes, the airport apron, boats/ships, or portside

undertake placements working at heights, in confined spaces or with dangerous substances

Read more on employing children and young people.

Read HSE guidance on what the law says about young people at work.

Risk assessment

You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.

Read HSE guidance on risk assessment.

Child protection

Your staff should be made aware of your organisation's child protection policy.

You should consider the following:

Do you have a child protection policy or procedure in place?

Basic child protection training is required if there is a named supervisor with responsibility for trainees.

Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.

A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.

As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?

Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, and language, including horseplay. Read more on bullying and harassment.

The need for one-to-one work with a single adult should be avoided wherever possible.
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Work experience activities

It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.

This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.

Work experience tasks

Some suggestions for the types of tasks include:

offer them a project to work on during the placement

identify some work shadowing or team working opportunities

assign a task for them to work on which is supervised but with scope to use their own ideas and creativity

some administrative tasks such as answering telephones, sending emails, minute taking or filing

You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
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Boosting business and talent through a work experience placement - Causeway Coffee

How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.

Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.

Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.

Why we explored work experience placements

"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional 91�㽶��ɫ��Ƶ, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."

"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."

How we helped our work experience placement get started

"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."

Local help and 91�㽶��ɫ��Ƶ

"Taste Causeway, a local collaborative network for the food and hospitality industry, 91�㽶��ɫ��Ƶed us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."

Benefits of taking on a work experience placement

"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."

"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional 91�㽶��ɫ��Ƶ, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."

"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a 91�㽶��ɫ��Ƶive framework, which resulted in positive placement engagement and business benefits.."

"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."

Case Study
Graham Watts

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Monitoring the work experience placement

You can monitor the work experience placement by ensuring a member of staff is assigned to 91�㽶��ɫ��Ƶ the student.
A member of staff should be identified as a point of contact to 91�㽶��ɫ��Ƶ, supervise, and mentor the student during their work experience.

This person can also liaise with the student's school or college during the placement.

The work experience placement supervisor should:

create a placement plan for the student

contact the student prior to placement and let them know where to go on their first day

welcome the student and carry out their induction to the company

ensure the student is treated as a young adult who is making a valuable contribution to the team

be approachable and offer positive feedback

be the first point of contact for the student in any instance of absence

encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV

where possible, meet with the student at the start and end of each day

liaise with the school or college before, during, and after the placement

A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.

Work experience review meeting

On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.

You may wish to discuss the following:

the student's achievements

lessons learned

how the experience relates to their education and career plans

if there are any positions coming up in the company they may be interested in

You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.

Work experience feedback

You may also be asked to complete an employer assessment form for evaluation purposes.

This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
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Providing work experience opportunities

Providing work experience opportunities - Keep Northern Ireland Beautiful (video)

Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.

Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.

An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.

Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.

In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.

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Employing staff waiting for visa extensions: Section 3C leave

bgraham — Wed, 12 Feb 2025 14:39:06 +0000

Employing staff waiting for visa extensions: Section 3C leave bgraham Wed, 12/02/2025 - 14:39

Ensure your workers are eligible to work in the UK

In this guide:

Check a job applicant's entitlement to work in the UK

How employers must take steps to ensure that a worker is allowed to work for you.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.

You must check that a job applicant is allowed to work for you in the UK before you employ them.

You can:

check the applicant’s right to work online, if they’ve given you their share code

check the applicant’s original documents

You can also check an applicant’s right to work by using an identity service provider that offers Identity Document Validation Technology (IDVT). You can find out more about IDVT in the employer’s guide to right to work checks.

British and Irish citizens cannot get an online share code to prove their right to work. You’ll need to check their original documents - for example, their passport or passport card - or use an identity service provider instead.

You do not need to do checks for existing employees from the EU, EEA or Switzerland if they came to the UK before 1 July 2021.

You’ll also need a sponsor licence to employ EEA and Swiss citizens coming to the UK to work from 1 January 2021.

You could face a civil penalty if you employ an illegal worker and have not carried out a correct right to work check.

You must not discriminate against anyone because of where they’re from. Sign up for email updates about the right to work policy.

Checking the applicant’s original documents

Ask to see the applicant’s original documents.

Check that the documents are valid with the applicant present.

Make and keep copies of the documents and record the date you made the check.

What to check

You need to check that:

the documents are genuine, original and unchanged and belong to the person who has given them to you

photos are the same across all documents and look like the applicant

dates of birth are the same across all documents

if 2 documents give different names, the applicant has 91�㽶��ɫ��Ƶing documents showing why they’re different, such as a marriage certificate or divorce decree

If the applicant is not a British or Irish citizen, you’ll also need to check that:

the dates for the applicant’s right to work in the UK have not expired

the applicant has permission to do the type of work you’re offering (including any limit on the number of hours they can work)

for students you see evidence of their study and vacation times

Read the guidance on how to carry out right to work checks and what documents you can accept.

Follow-up checks

If your employee’s right to work is time-limited, you’ll need to check their documents again when it’s due to expire.

Taking a copy of the documents

When you copy the documents:

make a copy that cannot be changed, for example a photocopy

make sure the copy is clear enough to read

for passports, copy any page with the expiry date and applicant’s details (for example nationality, date of birth and photograph) including endorsements, for example a work visa

for all other documents you must make a complete copy

keep copies during the applicant’s employment and for 2 years after they stop working for you

record the date the check was made

Make sure you follow data protection law.

If the job applicant cannot show their documents

You must ask the Home Office to check an employee’s or potential employee’s immigration status if they cannot show their documents or online immigration status.

This could be, for example, because they:

have an outstanding appeal, review or application with the Home Office

arrived in the UK before 1989 and do not have documents to prove their immigration status or right to work

You must also ask the Home Office to check their status if they have:

a digital or non-digital Certificate of Application that says you need to ask the Home Office to check their right to work

an Application Registration Card

Application Registration Cards must state that the work the employer is offering is permitted.

The Home Office will send you a ‘Positive Verification Notice’ to confirm that the applicant has the right to work. You must keep this document.

If you need more help

Read the employer’s guidance on right to work checks if you need more help.

You can also contact the Home Office.

Employer Enquiry helpline

Telephone: 0300 790 6268
Monday to Thursday, 9am to 4:45pm
Friday, 9am to 4:30pm
Find out about call charges

For application questions as a business (or representative) or a Tier 1 investor, contact the business helpdesk.

Business helpdesk

businesshelpdesk@homeoffice.gov.uk

For application questions, if you’re an educational provider or student sponsor, contact the educators helpdesk.

Educators helpdesk

educatorshelpdesk@homeoffice.gov.uk
Help

Home Office Employer Enquiries

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Keeping records of workers' documents

Records employers must make and keep to prove their workers are eligible to work in the UK.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.

When a prospective worker gives you their relevant documents to prove that they have the right to work in the UK, you must ensure they are valid and keep a record of them. You can keep a record of these documents by either photocopying them or scanning and saving them electronically.

You could face a civil penalty if you employ an illegal worker and haven't carried out a correct right to work check. See right to work checks: employer guidance.

Make sure the workers' documents are valid

You need to check that:

the documents are originals and belong to the person who has given them to you

the dates for the worker's right to work in the UK haven't expired

photos are the same across all documents and look like the applicant

dates of birth are the same across all documents

the person has permission to do the type of work you're offering (including any limit on the number of hours they can work)

for students you see evidence of their study and vacation times

if two documents give different names, the person has 91�㽶��ɫ��Ƶing documents showing why they are different, eg marriage certificate or divorce decree

See check if a document allows someone to work in the UK and view a job applicant's right to work details.

You don't have to do further checks if the person has no restrictions on their right to work in the UK. You will have to make additional checks if they have a limited right to work in the UK - check if a document allows someone to work in the UK.

Take a copy of the documents for record-keeping

When you copy the documents:

make a copy that cannot be changed, eg a photocopy or scanned electronic version

for passports, copy any page with the expiry date, and applicant's details (eg nationality date of birth, and photograph) including endorsements, eg a work visa or Certificate of Entitlement to the right of abode in the UK

for biometric residence permits, copy both sides

for all other documents, you must make a complete copy

keep copies during the worker's employment and for two years after they stop working for you

See right to work checklist and right to work checks: employer guidance.

You must ensure you comply with the General Data Protection Regulation (GDPR) and that you keep the right staff records for the correct time period.
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Penalties for employing illegal workers

Penalties you could face if you are found to have employed an illegal worker.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.

You can be sent to jail for 5 years and have to pay an unlimited fine if you’re found guilty of employing someone who you knew or had ‘reasonable cause to believe’ did not have the right to work in the UK.

This includes, for example, if you had any reason to believe that:

they did not have leave (permission) to enter or remain in the UK

their leave had expired

they were not allowed to do certain types of work

their papers were incorrect or false

Check your employees have the right to work in the UK and make sure their documents are valid.

Check your employees properly

You can also be penalised if you employ someone who does not have the right to work and you did not do the correct checks, or you did not do them properly.

If this happens, you might get a ‘referral notice’ to let you know your case is being considered and that you might have to pay a civil penalty (fine) of up to £60,000 for each illegal worker.

You’ll be sent a ‘civil penalty notice’ if you’re found liable and you’ll have 28 days to respond.

The notice will tell you how to pay, what to do next, and how to object to the decision.

Your business’s details may be published by Immigration Enforcement as a warning to other businesses not to employ illegal workers.

Read more about illegal working penalties.

You will not have to pay the civil penalty if you can show you made the correct ‘right to work’ checks.

Get help and advice

Call or email for help and advice on preventing illegal working.

Phone

Telephone: 0300 790 6268
Monday to Thursday, 9am to 4:45pm
Friday, 9am to 4:30pm
Find out about call charges

Email

businesshelpdesk@homeoffice.gov.uk - if you’re an employer or Tier 1 investor
educatorshelpdesk@homeoffice.gov.uk - if you’re from an educational institution or you’re a student sponsor
Help

Home Office Employer Enquiries

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Biometric residence permits

Information on biometric residence permits for individuals from outside the European Economic Area.

A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.

Biometric residence permits (BRPs) are issued to individuals from outside the European Economic Area (EEA) who come to the UK to work or study.

As an employer, a valid BRP is proof of the holder's right to stay in the UK and do the work you are offering them.

For more information on checking the right to work in the UK, see ensure your workers are eligible to work in the UK.

What does a biometric residence permit look like?

The BRP is blue and pink in colour. The front of the card contains information about the holder.

Biometric residence permits: applicant and sponsor information.

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Employing staff waiting for visa extensions: Section 3C leave

How employers can confirm their employees’ right to work while they’re on section 3C leave.
Section 3C leave allows individuals to remain in the UK while awaiting a decision on their visa extension application. This status is also referred to as Section 3C of the Immigration Act 1971.

When is an individual eligible for section 3C leave?

Section 3C leave is automatically granted when an individual submits an application to extend their UK leave to remain before their current permission expires (i.e., an "in-time" application).

Section 3C leave ensures their immigration status continues under the same conditions until a Home Office decision is made on their application. Due to processing times, an employee can wait for up to 12 months for a decision.

The employee will not receive a formal notification of their 3C leave status, but their right to work remains valid.

How to check an employees right to work

If an individual with 3C leave cannot obtain a share code to demonstrate their right to work, you can conduct a manual right-to-work check using the Home Office's Employer Checking Service (ECS).

You have 28 days to complete the ECS check. However, it's recommended that you use the ECS to confirm their continuing right to work as soon as you are aware the employee has 3C leave.

You are legally allowed to employ someone while awaiting the result, provided they have presented evidence that they made a valid, in-time application for further leave to remain. This will usually be an automated email from the Home Office confirming receipt of their application.

Provided the date of the email is earlier than the expiry date of the employee's previous leave to remain, their application is in-time.

ECS results can take up to seven days to process but may be longer during busy periods. You can continue to employ the person while awaiting confirmation.

What is considered a valid immigration application?

A valid immigration application can include:

Visa extension applications made before the current visa expires.

Indefinite Leave to Remain applications made before the current visa expires.

Fee waiver applications made before the current visa expires if the individual cannot afford the application fee.

As long as the employee has made a valid application, their section 3C leave will continue and they can keep working until their application is processed. The Home Office acknowledges all applications with an automated email. The key thing to note is the date of the email i.e., the date of the person’s application.

Avoid unnecessary suspensions under section 3C leave

You should provide an employee with reasonable opportunity to prove that they continue to have a right to work. An employer should not suspend an employee on 3C leave without doing an ECS check. Provided the employee has evidence of submitting an in-time application and you have a positive ECS result, they may continue working. You only need to take action if the ECS check returns a negative result.

Further help

Read the employer’s guide to right to work checks.

You can contact the Home Office’s Employer Enquiry helpline on Tel 0300 790 6268 or email businesshelpdesk@homeoffice.gov.uk.
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Checking a job applicant’s right to work

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InnovateUs and Skills Focus development programmes

bgraham — Thu, 30 Jan 2025 09:20:56 +0000

InnovateUs and Skills Focus development programmes bgraham Thu, 30/01/2025 - 09:20

Further education training opportunities for your business

In this guide:

Staff and business development: further education courses

The further education colleges and three main universities in Northern Ireland offer a wide range of accredited and bespoke courses that can be tailored to your staff and business needs.
Further education (FE) colleges and universities in Northern Ireland offer a range of accredited and bespoke courses that can be tailored to the specific needs of your staff and business.

Further education courses can be delivered at a time and place to meet the demands of your business in order to assist your company with staff development. Further education courses can help your employees learn new skills or enhance existing skills that can lead to innovation and business growth.

Further education courses

Courses on offer at each of the further education colleges include:

Higher Education Degrees

Foundation Degrees

Higher National Diplomas and Certificates

Higher Level Apprenticeships

BTEC Diplomas at Level 1 and 2 and Level 3 Extended Diplomas

Apprenticeships and Training programmes

Professional and technical training

Bespoke training for businesses

Essential Skills - numeracy, literacy, ICT

ESOL - English for Speakers of Other Languages

To find out more about the achievements of the six further education colleges, download the leaflet on Northern Ireland further education colleges (PDF, 424K).
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Develop staff skills through higher education

Essential Skills: developing literacy, numeracy and ICT skills

Skills to Succeed

Business learning hub - search for online training

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Further education: skills development programmes

List of further education skills development programmes in Northern Ireland.
There are a range of further education (FE) skills development programmes on offer.

InnovateUs and Skills Focus

InnovateUs and Skills Focus are skills development programmes, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.

Find further details on InnovateUs and Skills Focus development programmes.

Connected

Connected is an initiative between the six FE colleges, Queen's University Belfast, the Ulster University and the Open University in Northern Ireland to help businesses and the wider community to improve their performance by providing access to a broad portfolio of knowledge and technology 91�㽶��ɫ��Ƶ services.

Connected makes available academic expertise and resources that can bring measurable benefits to a business. It aims to develop interaction and stimulate innovation to benefit local companies and the Northern Ireland economy by encouraging, easing and increasing potential knowledge exchange links between academia and industry, particularly small and medium-sized enterprises.

Read more about Connected.

Innovation Vouchers

Innovation Vouchers provide up to £5,000 of funding 91�㽶��ɫ��Ƶ for small to medium-sized businesses in Northern Ireland to help them to innovate, develop and grow. Funded by Invest Northern Ireland, the Innovation Voucher enables companies to seek knowledge and expertise from colleges and universities.

Typical projects include:

ideas for new or improved products, processes and services

product and service testing

access to information and expertise on new materials

tapping into research and scientific expertise

Read more on Innovation Vouchers.

Innovation Boost

Product development and innovation are at the heart of growth, but often need costly technology 91�㽶��ɫ��Ƶ. Previously known as Fusion, Innovation Boost can provide that 91�㽶��ɫ��Ƶ by helping to fund a high-calibre science, engineering or technology graduate and partnering you with a third-level institution with specific expertise.

The graduate is employed by you and is based in your company throughout the project (12 - 18 months) with mentoring from the academic partner and InterTradeIreland Innovation Boost consultant.

Funding available

18-month 91�㽶��ɫ��Ƶ package - worth up to £56,000/€67,900 typically in the area of new product/service development

12-month 91�㽶��ɫ��Ƶ project - worth £39,000/€47,400 typically in the area of process improvement

Read more on Innovation Boost.

Foundation degrees

Foundation degrees are higher education qualifications mainly delivered in local colleges that combine academic and work-related learning.

See Foundation degrees: providing higher education qualifications to improve employees' skills.

Assured Skills

Find out more about Assured Skills: delivering skilled employees through pre-employment training programmes.

Higher Level Apprenticeships

A Higher Level Apprenticeship (HLA) is a workplace training programme which includes a combination of on and off-the-job training. The HLA programme currently offers qualifications from Level 4 up to Level 7, with FE colleges mainly delivering at Levels 4 and 5 and universities mainly delivering Levels 6 and 7. The majority of approved HLAs are at Level 5 (Foundation Degree), with some offering Level 6 (Honours Degree) and Level 7 (Master's Degree). HLAs may be available in the future at Level 8 (Post Graduate Award).

This is an all-age programme, with the apprentice in employment from the first day, and off-the-job training provided through the six local FE colleges, CAFRE or the three local universities.

Higher Level Apprenticeships are available in areas such as accountancy, digital marketing, applied industrial sciences, engineering, computing, construction, cyber security, software development, building services, child care, food and drink manufacture, hospitality and tourism, along with other occupational areas.

See Apprenticeships: delivering work-based training and qualifications to employees.

Knowledge Transfer Partnerships

The Knowledge Transfer Partnership (KTP) scheme helps businesses to innovate and grow. It does this by linking them with a university and a graduate to work on a specific project.

Each KTP is a three-way partnership between a business, an academic institution and a graduate. The academic institution employs the recently qualified graduate who works at the company. The graduate, known as the 'associate', brings new skills and knowledge to the business.

A KTP can last between 12 and 36 months, depending on the project and the needs of the business. It is partly funded by a grant. The amount businesses need to contribute is different for SMEs and larger companies. For further information see Knowledge Transfer Partnerships guidance from UK Research & Innovation.

ApprenticeshipsNI

ApprenticeshipsNI is a workplace training programme which includes a combination of on and off-the-job training. The ApprenticeshipsNI programme offers vocational qualifications at Level 2 and Level 3 and is delivered by all FE colleges and a network of non-statutory training contractors.

The apprentice is in employment from the first day of the programme, which is open to new employees or those moving to a new job role. All ApprenticeshipsNI frameworks are open to those aged 16-24 years old, with a number of frameworks in priority economic areas also available to all ages. Off-the-job training is provided through the six local FE colleges or a non-statutory training contractor.

Apprenticeships are available in a wide range of occupational areas such as electrotechnical, food and drink manufacturing, engineering, hospitality, plumbing, health and social care, construction and many more.

See Apprenticeships: delivering work-based training and qualifications to employees.
Developed with

Department for the Economy

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Further education colleges in Northern Ireland

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Staff training

Develop staff skills through higher education

Business learning hub - search for online training

Essential Skills: developing literacy, numeracy and ICT skills

Skills to Succeed

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Employment and skills
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InnovateUs and Skills Focus development programmes

How the InnovateUs and Skills Focus programmes can help employers develop the skills of their staff.

There are a range of further education (FE) skills development programmes on offer.

InnovateUs

InnovateUs is a skills development programme, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.

The programme is designed to encourage and promote opportunities for small businesses and FE colleges to work together. In particular, the focus of the programme is to enable small businesses, with fewer than 50 employees, to acquire the skills necessary to engage in innovation activities. Businesses can avail of up to 60 hours of mentoring 91�㽶��ɫ��Ƶ from a college expert to work on a project aimed at developing a new or modified product, process or service in a wide range of sectors.

By gaining these skills, small businesses can then exploit innovative opportunities or undertake additional forms of innovation, which will contribute to growth and development.

Skills Focus

Skills Focus is a skills development programme funded by the Department for the Economy (DfE) and delivered across Northern Ireland by the six FE colleges.

Skills Focus aims to 91�㽶��ɫ��Ƶ, promote and facilitate collaborative working between business and FE colleges, in order to provide tailored skills provision to small to medium enterprises with fewer than 250 employees. The purpose of Skills Focus is to meet business needs by increasing the skills levels and employability of the existing workforce to qualification level 2 and above.

Download further information on InnovateUs and Skills Focus (PDF, 276K).

Watch videos of individual businesses that have benefitted from Skills Focus or InnovateUs on the Department for the Economy YouTube channel.

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Essential Skills: developing literacy, numeracy and ICT skills

Develop staff skills through higher education

Skills to Succeed

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Promoting staff health and wellbeing - Riada Resourcing

bgraham — Thu, 05 Dec 2024 15:30:13 +0000

Promoting staff health and wellbeing - Riada Resourcing bgraham Thu, 05/12/2024 - 15:30

Support employee work-life balance

In this guide:

Advantages of improved work-life balance

List of benefits that promoting a healthy work-life balance brings to your business and your staff.
Introducing employment policies, promoting a positive organisational culture, and offering practical 91�㽶��ɫ��Ƶ that encourages a healthier work-life balance for your employees can bring real benefits to your organisation and your staff.

Work-life balance advantages for employees

A good work-life balance can enable staff to feel more in control of their working life and lead to:

increased productivity

better time management

improved personal physical and mental health and wellbeing

reduction in sickness and absenteeism

a happier and less stressed workforce

staff feeling that their personal and/or family life is important to their employer

more valued and engaged staff

greater employee loyalty, commitment, and motivation

staff less likely to leave your employment

opportunities for career and personal growth

Work-life balance advantages for businesses

The benefits of a work-life balance initiative are not confined to just the workforce. Work-life policies and flexible working practices can also benefit your business as you can:

lower levels of absence, sickness, and stress

motivate and energise staff

identify more efficient working processes and practices

increase your business's productivity, outputs, and competitive advantage

boost staff morale

improve customer service

maximise flexibility to help you react to changing market conditions and meet customer demands more effectively - for example, shift work, part-time work, and flexitime can help you open longer without making your employees work longer hours

better meet seasonal peaks and troughs in your business

lead to a more committed and positive attitude in your staff

reduce staff turnover and therefore minimise recruitment costs - see control staff turnover

become recognised as a business that people want to work for and therefore help you attract top talent

See how Adventures Day Nursery introduced flexible and family-focused workplace policies.
Actions

Flexible working: the right to request and duty to consider | LRA guidance

Flexible working | Acas guidance

Also on this site

Flexible working: the law and best practice

Hours, rest breaks and the working week

Control staff turnover

Introducing flexible and family-focused workplace policies - Adventures Day Nursery

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Employment and skills
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Identify work-life balance problems

Signs that can tell employers that their staff are suffering from a poor work-life balance.
As an employer, you might find it hard to judge whether you are 91�㽶��ɫ��Ƶing your employees' need to balance their work commitments with their home life. However, there are signs that employers can look out for that may indicate that staff have an unhealthy work-life balance.

How to recognise poor employee work-life balance

Tell-tale signs of poor work-life balance in your employees include:

deadlines not being met

targets or goals not being achieved

untidy workspaces

frequency of mistakes increasing

poor quality work

increase in customer complaints

decrease in productivity

staff not taking holidays or sufficient rest breaks

staff appearing exhausted and withdrawn

employees doing a lot of overtime

employees taking a lot of time off to deal with 'emergencies' involving children or other dependants

high levels of employee stress

increase in staff conflict

high rates of absenteeism or staff sickness

high levels of staff turnover

If you recognise a number of these symptoms affecting your staff and your business you may need to take action to create a healthy work-life balance in your workplace.
Actions

Flexible working: the right to request and duty to consider | LRA guidance

Flexible working | Acas guidance

Also on this site

Flexible working: the law and best practice

How to deal with stress

Manage absence and sickness

Introducing flexible and family-focused workplace policies - Adventures Day Nursery

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Employment and skills
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/content/identify-work-life-balance-problems

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Create a healthy work-life balance

Practical ways that employers could improve the work-life balance of their staff.

There are no hard-and-fast rules on what constitutes the ideal healthy work-life balance. The measure of what is acceptable in your organisation will depend on the operational requirements of your business and the needs of your employees.

How to 91�㽶��ɫ��Ƶ staff with a healthy work-life balance

Set clear working hours

You should ensure that all employees understand what the working hours are. If you employ flexibility in working hours outline how this should be managed and ensure that staff don't exceed the appropriate hours per week.

Clearly define job roles

When you clearly outline what goals or tasks your staff must complete and when these must be delivered, you'll have staff that know exactly what they must do and when in their job. Use the SMART system to set goals that are specific, measurable, achievable, realistic, and time-based. This gives staff a clear understanding of what they must deliver to achieve their targets. SMART targets can also contribute to employees maximising their working time and cutting out wasted hours on trivial or low-value tasks.

Make working processes more efficient

Examine the process staff go through to complete a task. Is the process over-complicated? Is there a more efficient way to complete the task to the same level of quality but with less time commitment? This will help you find where there may be time wastage within processes and help you streamline tasks.

Set an example for staff

Employers should set an example to their staff by taking their annual leave allowance, setting aside appropriate time for rest breaks, and switching off completely from emails and calls when outside of working hours. You could also introduce your kids or pets to staff during video calls. Staff will then take their lead from you to better manage their work-life balance.

Recognise and reward a job well done

By simply recognising and rewarding employees for a job well done your staff will feel appreciated. Outline to staff how their individual and team efforts contribute to the success of the business.

Communicate effectively

The only true way to find out if staff are struggling to manage their time is if you develop and nurture a culture that encourages open two-way communication from managers to staff and staff to managers. In a positive workplace culture that has open communication staff are more likely to flag issues at an early stage before they escalate.

Provide 91�㽶��ɫ��Ƶ and training

Employers and managers should provide staff with the equipment, training, and managerial 91�㽶��ɫ��Ƶ to help them carry out their jobs to the best of their ability. Consider providing staff with time management training to develop the skills to manage their time effectively. Ensure your managers receive the training they need to spot symptoms of poor work-life balance amongst staff and have the skills to address and manage this appropriately.

Consider flexible working options

Working arrangements that are more flexible can benefit your staff and your business. With flexible working, employees are able to manage the time and/or location of their work to fit in with other aspects of their lives. This can lead to an increased sense of trust and autonomy that can boost productivity. There are many types of flexible working that you could consider introducing such as flexi-time, hybrid working, part-time working, or job sharing.

All eligible employees have the right to request flexible working. Flexible working can also 91�㽶��ɫ��Ƶ neurodiversity amongst your workforce as people with different styles of working may find that flexibility to work at times and locations that suit them will help them be more productive.

Promote staff health and wellbeing

Employers should promote the physical, emotional, and mental wellbeing of their staff. Offer employees the opportunity to develop and shine their life skills by hosting staff wellbeing events or talks on topics such as healthy eating, time management, stress management, or financial planning. Encourage staff to escape their workspace completely when taking their breaks and suggest incorporating some form of exercise as part of that break.

Develop a culture that respects work-life balance

Develop and maintain an organisational culture that promotes a healthy work-life balance. Make it clear that emails sent on off-hours don't require immediate attention or a response. We all spend many hours each week working so take steps to make the work environment an enjoyable one. Allow staff to focus on tasks they enjoy doing and provide opportunities for staff to take on different roles. Providing a wide variety of tasks and roles can maximise staff interest and focus.

You could also have monthly informal catch-ups with staff where employees grab a cup of tea or coffee and chat with each other about non-work-related topics. In addition, you could host annual summer barbeques or Christmas fairs where staff can bring their families along.

See seven tips to improve work-life balance for employees.

Actions

Flexible working: the right to request and duty to consider | LRA guidance

Flexible working | Acas guidance

Also on this site

Flexible working: the law and best practice

Parental leave and time off for dependants

Allowing time off work

Introducing flexible and family-focused workplace policies - Adventures Day Nursery

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Employment and skills

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/content/create-healthy-work-life-balance

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Work-life balance: Implement a flexible working policy

How employers can implement a flexible working policy to help promote a healthy work-life balance for their staff - includes a flexible working policy template.
Achieving a healthy work-life balance is not just a one-off exercise, but a long-term commitment to operating your business in a way that respects your employees' responsibilities outside of their work commitments. Workplace policies designed to help your staff achieve and maintain a healthy work-life balance need to be tailored to your business and your employees.

Outline workplace flexible working rules

Drawing up a clear workplace policy on flexible working can have a positive impact on management by making it clear the circumstances in which a request for flexible working will be considered and approved. This saves management time and means that inconsistencies in management decisions are removed. It can also help employees by explaining their rights around flexible working.

Develop a flexible working policy

When developing a flexible working policy for your business you should take the following into consideration:

Determine your core business requirements first to clearly outline what you want to achieve from your flexible working policy.

Ask all staff what they want from a flexible working policy and how it can be used to 91�㽶��ɫ��Ƶ employees with their jobs.

Consult with trade unions/staff associations on any flexible working proposals.

Consult all employees affected and agree upon selected flexible working policies, eg flexi-time, hybrid working, or job sharing.

Decide which of your employees will be covered by the scheme and ensure the flexible working scheme does not breach employees' rights or unfairly discriminate. The Labour Relations Agency (LRA) may be able to advise you on this. You can contact the LRA's Workplace Information Service on Tel 03300 555 300. See also flexible working: the right to request and duty to consider.

Draw up written procedures for implementation and evaluation of your flexible working policies, including regular reassessment.

Ensure 91�㽶��ɫ��Ƶ from senior management for flexible working.

Take the lead by demonstrating a commitment to work-life balance.

Explain any changes to staff and keep them updated on any regulatory changes, eg the right for parents to request flexible working.

Read more on flexible working: the law and best practice.

Flexible working policy template

You can use a template to get you started with writing a flexible working policy that fits your organisation:

The Equality Commission for Northern Ireland has developed a model policy and procedure template for employers on handling requests for flexible working (PDF, 1.07MB).

Acas flexible working policy template.

Flexible working request templates

Acas flexible request acknowledgement letter template.

Acas flexible working request outcome letter request.

Trailling flexible working

You may find it helpful to conduct a trial or pilot the flexible working scheme to see how effective and workable your new workplace policies are. Change the programme if this proves necessary and keep track of the progress of your business and your employees' work/life balance.

Measure the success of your flexible working policy

You can measure the success of your flexible working policies by gauging staff feedback and tracking employee performance, changes in the rate of absenteeism, rate of staff turnover and customer satisfaction. See staff feedback, ideas and forums, control staff turnover and how to manage absence and sickness.
Help

LRA Workplace Information Service

Actions

Flexible working | LRA guidance

Flexible working | Acas guidance

Also on this site

Flexible working: the law and best practice

Set up employment policies for your business

Introducing flexible and family-focused workplace policies - Adventures Day Nursery

Content category

Employment and skills
Source URL
/content/work-life-balance-implement-flexible-working-policy

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Seven tips to improve work-life balance for employees

Practical tips to help employers encourage a work-life balance amongst their staff.

A healthy work-life balance can lead to happier staff who are more energised and focused on doing their best work. A healthy work-life balance helps to increase productivity and staff retention, especially when your workers feel their employer also values their life outside of work.

Tips to encourage a healthy work-life balance for your staff

Here are seven practical steps employers can take to develop a workplace that encourages a healthy work-life balance for all their employees.

1. Develop an inclusive workplace

By developing a workplace culture that respects differences and values people, you'll have staff who bring their whole selves to work. This approach gives employees an environment where they feel comfortable to talk about life outside work. It will help employers understand what is important to their staff outside of work so they can 91�㽶��ɫ��Ƶ them with family commitments, hobbies, and other interests. See diversity, equality, and inclusion in the workplace.

2. Set realistic goals

Ensure staff know their targets and 91�㽶��ɫ��Ƶ them to achieve these. Set goals using the SMART system that makes targets specific, measurable, achievable, realistic, and time-based. Review employee performance regularly, including discussions to address potential problems, if they exist, so they can dealt with early. See agreeing performance objectives with staff.

3. Have regular conversations with employees

Encourage your employees to regularly meet with their line manager to discuss their progress, workloads, and challenges. These meetings can help to manage people and resources more effectively. It will also highlight potential issues such as burnout or conflict before challenges escalate. You could also provide staff with guidance or training on effective time management and prioritising tasks to help boost efficiency. See engaging with staff.

4. Explore flexible working options

Consider the benefits of flexible working if it helps your staff manage their work and home life commitments more effectively. Consider the various types of flexible working, such as remote or hybrid working, flexi-time, job sharing, and part-time working, to determine what benefits your business and your staff.

5. Holidays

You should ensure staff take their allocation of annual leave. Instruct staff to switch off from work when on leave by ensuring they don’t bring work phones or laptops on holiday. Employers can set a good example to their staff by taking their total allocation of holidays each year and assigning someone to manage things when they are on leave. See know how much holiday to give your staff.

6. Encourage regular breaks

Encourage staff to take regular breaks. Working for long periods on a single task can be tiring. Support employees in incorporating exercise into their breaks, especially if their job requires them to sit for long periods. Activity can help boost staff energy levels and increase productivity. See hours, rest breaks and the working week

7. Make work enjoyable

We all spend many hours each day working. So, with so much time invested in our job, employers should try to make it as enjoyable as possible for everyone. Encourage staff engagement and feedback to generate ideas on how you could make work and the workplace more fun. Identify opportunities for individuals and different teams to connect through work projects. You could also consider regular staff social events, external health and wellbeing talks, or charity fundraisers. See staff feedback, ideas, and forums.

For further details, see create a healthy work-life balance.

Also on this site

Employee engagement

Flexible working: the law and best practice

Employees working from home

Occupational health and welfare

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Employment and skills

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Support employee work-life balance

Promoting staff health and wellbeing - Riada Resourcing

How Riada Resourcing, based in Coleraine and Ballymena, has cultivated a culture of health and wellbeing, benefiting both employees and the business.

For over 24 years, Riada Resourcing, with offices in both Coleraine and Ballymena, has been connecting top talent with leading companies across the UK and Ireland. As an Investors in People Gold organisation, Riada Resourcing is committed to fostering a thriving work environment that prioritises employee wellbeing, inclusivity, and professional growth.

Clare Budd, Marketing Manager and Riada Wellbeing Champion alongside Arlene McConaghie, Riada Managing Director, share insights into how Riada Resourcing has cultivated a culture of health and wellbeing, benefiting both employees and the business.

Making staff health and wellbeing a business priority

"At Riada Resourcing, we're dedicated to 91�㽶��ɫ��Ƶing the health and wellbeing of our staff. Our management team recognises that a thriving workforce is essential to achieving shared success in today's dynamic workplace. We understand the direct correlation between employee wellness and productivity."

"We have integrated staff health and wellbeing into every aspect of our business model, making it a core value of the company. We provide comprehensive resources to address the physical, mental, and emotional needs of all our employees."

Gaining 91�㽶��ɫ��Ƶ and buy-in from staff

"Our journey to enhancing employee health and wellbeing was a collaborative effort, informed by valuable feedback from our staff and a deep understanding of modern workplace needs. Recognising the increasing demands of work-life balance and the holistic nature of wellbeing, Riada Resourcing actively engaged with employees through surveys, focus groups, and open discussions. This collaborative approach enabled us to design health and wellbeing initiatives that resonate with our employees' expectations and needs."

Introducing practical initiatives to promote employee health and wellbeing

"Riada Resourcing is proud to have three certified Health Champions who actively promote healthier lifestyles and foster a 91�㽶��ɫ��Ƶive work environment. These champions lead initiatives to address stress management, mindfulness, financial wellness, and mental health first aid. Our buddy system further enhances this 91�㽶��ɫ��Ƶ network by providing confidential spaces for colleagues to connect."

"Riada Resourcing has implemented initiatives to foster a culture of recognition and appreciation. Our Value VIP peer recognition programme celebrates employees who embody our core values, fostering a sense of camaraderie and mutual respect."

"The Riada Wellbeing Hub offers a wide range of resources to all staff, including expert advice, informative webinars, and access to local 91�㽶��ɫ��Ƶ services. This comprehensive approach gives our employees the tools and resources they need to thrive."

"To foster a strong sense of community, we organise various social events throughout the year, such as beach walks, couch-to-5K runs, breakfast mornings, and charity events. These events strengthen team bonds and cultivate a vibrant, collaborative culture."

"To further enhance our employee wellness programme, we've introduced enhanced maternity/paternity pay, flexible hybrid working options, dedicated wellbeing hours, and team-building days. We've also implemented performance-based bonuses and milestone recognition for birthdays and work anniversaries. In 2024, we expanded our benefits package to include private healthcare for all staff."

Work Well Live Well accreditation

"Our commitment to staff wellbeing has been recognised with the prestigious Work Well Live Well accreditation, a joint initiative of Northern Ireland Chest Heart and Stroke (NICHS) and the Public Health Agency (PHA). This accreditation acknowledges our proactive approach to creating a 91�㽶��ɫ��Ƶive work environment and has guided the development of a three-year Work Well Live Well action plan that prioritises staff wellness as a core business principle."

The impact of prioritising staff wellbeing

"Prioritising employee health and wellbeing has welcomed significant benefits for individual employees and the organisation. This includes improved health outcomes, boosted morale, and a more motivated, productive workforce. Our activity has increased retention rates and enhanced our ability to attract top talent. We're proud to have a workplace where our employees can thrive."

"With the unwavering 91�㽶��ɫ��Ƶ of our senior management, we have cultivated a positive and 91�㽶��ɫ��Ƶive workplace environment, strengthened team cohesion, and enhanced collaboration. This has empowered our employees to feel valued and 91�㽶��ɫ��Ƶed in both their professional and personal lives."

Case Study
Clare Budd & Arlene McConaghie

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Employment and skills

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/content/promoting-staff-health-and-wellbeing-riada-resourcing

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Support employee work-life balance

Introducing flexible and family-focused workplace policies - Adventures Day Nursery

How Adventures Day Nursery in Belfast has implemented family-friendly initiatives in the workplace.

Adventures Day Nursery is a private children's nursery in Belfast. The business opened in 2006 and since then has grown to employ over 25 full-time and part-time staff.

Maria McDonagh, Manager at Adventures Day Nursery, explains how they introduced family-friendly initiatives to help and 91�㽶��ɫ��Ƶ their employees.

Prioritise your policies

"During the last five years, we have introduced workplace initiatives to ensure our staff have the best possible work-life balance. We encourage employees to suggest workplace schemes that will benefit them.

Our challenge has been to implement rewarding initiatives that are low-cost. For example, we offer job-sharing and have implemented 91�㽶��ɫ��Ƶ so that pregnant employees have the option to transfer to lighter duties and shorter shifts. We also have an open-door policy so that management are available to staff at all times.

We have introduced initiatives to reduce stress and offer staff 91�㽶��ɫ��Ƶ on a personal level. We ensure we have adequate cover when employees need to take time off work at short notice. To help reduce financial pressures for our staff we enable them, if needed, to receive part of their salary in the middle of the month rather than having to wait until payday.

Our 'special leave' policy allows staff paid time off during a bereavement or family celebration. Employees may also take unpaid leave when needed. We also have a 'sunshine hours' policy - this allows staff to finish shifts early on a rotational basis whenever the weather is good."

Consult and communicate with staff

"A big challenge we have faced in implementing family-friendly initiatives has come from ensuring that our policies are fair to all our staff. Not all of our employees have dependent children, so we have made sure to have other initiatives that benefit and appeal to all workers.

Our staff are always involved in helping to create new initiatives. Schemes are proposed through our staff suggestion scheme, and at the monthly one-to-one meetings.

The rules for each initiative are discussed and agreed upon with all staff to ensure a high degree of fairness across all policies.

Also as a service provider, we must ensure our staff initiatives do not negatively affect the quality of service we provide to our customers. We minimise business risks by creating a 91�㽶��ɫ��Ƶive environment, where staff are happy to assist and 91�㽶��ɫ��Ƶ each other.

All staff are made aware of workplace initiatives at their induction programme, their monthly meetings, and through the monthly staff newsletters."

Review and update your policies

"We regularly review our policies to ensure that we are compliant with legislation. As the nursery manager, I attend seminars and conferences to ensure we maintain our legal responsibilities."

Measure success

"We use questionnaires and one-to-one meetings to get feedback from staff. These help us to identify the initiatives that have benefited the organisation. The measures we evaluate against the schemes include improved morale in the business, lowered sickness and absence rates, low staff turnover, and customer satisfaction.

We have also won awards for our commitment to 91�㽶��ɫ��Ƶing our staff, and for the service, we offer our customers."

Also on this site

Create a healthy work-life balance

Work-life balance: Implement a flexible working policy

Parental leave and time off for dependants

Case Study
Maria McDonagh

Content category

Employment and skills

Source URL
/content/introducing-flexible-and-family-focused-workplace-policies-adventures-day-nursery

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SME Productivity Booster

bgraham — Fri, 22 Nov 2024 07:48:49 +0000

SME Productivity Booster bgraham Fri, 22/11/2024 - 07:48

SME Productivity Booster

Interview and assess job applicants

bgraham — Tue, 29 Oct 2024 09:08:11 +0000

Interview and assess job applicants bgraham Tue, 29/10/2024 - 09:08

Introduction

Support and manage neurodivergent staff

bgraham — Mon, 09 Sep 2024 10:08:05 +0000

Support and manage neurodivergent staff bgraham Mon, 09/09/2024 - 11:08

Neurodiversity in the workplace

In this guide:

Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Explanation of neurodivergent, neurodiversity, and neurotypical, along with some common forms of neurological differences, including Autism, ADHD, Dyslexia, and Tourette's syndrome.

Neurodiversity refers to the differences in individual brain function and behavioural characteristics. This means that individuals experience, perceive, and interact with the world around them in many different ways.
Defining neurodiversity, neurodivergent, and neurotypical
Neurodiversity
Neurodiversity is an umbrella term that refers to all the diverse ways that different people may process information. It encompasses everyone and how each person thinks, learns, communicates, and experiences the world around them, which varies in many ways. Within the term neurodiversity, people may be classed as neurotypical or as neurodivergent.
Neurodivergent
Neurodivergent describes people whose minds function in a way that society deems to be atypical, or in a way that diverges from what society deems to be typical. Autistic people come within the class of neurodivergent people, although they are not the only ones. A range of other people with conditions such as, but not limited to, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia, may also be described as neurodivergent.
Neurotypical
Neurotypical describes those people whose minds function in a way that society deems typical.
Types of neurodivergency
Some common forms of neurological differences include:
Autism or Autism Spectrum Condition (ASC)
Autism is a spectrum condition that affects people in different ways. People with autism may experience social interaction challenges, exhibit repetitive or restrictive behaviour, have sensory sensitivity, and experience extreme anxiety. What is autism?
See the Equality Commission's guidance on 91�㽶��ɫ��Ƶing autistic people in employment (PDF, 7.7MB).
Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)
People with ADHD or ADD can seem restless, may have trouble concentrating, and may act on impulse. People with ADHD may also experience additional challenges, such as sleep and anxiety disorders.
Dyscalculia
Dyscalculia is a condition that makes it hard for an individual to do mathematics and tasks that involve maths.
Dyslexia
Dyslexia is a learning difficulty that primarily affects reading and writing skills. Dyslexic people may have difficulty processing and remembering information, which can affect learning and acquiring literacy skills. Many dyslexic people may show strengths in certain areas, such as reasoning and visual and creative fields. What is dyslexia?
Dyspraxia
Dyspraxia, or Developmental Coordination Disorder (DCD), affects an individual’s movement and coordination.
Dysgraphia
Dysgraphia is a condition that affects the ability to recognise and decipher written words, and the relationship between letter forms and the sounds they make. Individuals with dysgraphia can have difficulty converting the sounds of language into writing.
Misophonia
Misophonia is an extreme emotional reaction to certain everyday sounds that most people find relatively easy to ignore, such as keyboard tapping or rustling paper. People with misophonia experience reactions such as shortness of breath, tension, a racing heart, and feeling hot.
Slow processing speed
Slow processing speed is a condition where individuals may remain silent for a few seconds before responding to something or might take a long time to explain something. What is slow processing speed?
Tourette’s syndrome
Tourette’s syndrome is a neurological disorder characterised by tics, usually sudden, repetitive involuntary movements and sounds.
Bipolar disorder, depression, schizophrenia, and anxiety are sometimes also included under the umbrella of neurodivergence. See the Brain Charity’s A-Z of neurological conditions.
Symptoms of these neurodivergent conditions often overlap, meaning some individuals may experience more than one condition. You should also be aware that although individuals may have the same neurodivergent condition or conditions. The way these manifest in behaviour can be very different, for example, women may exhibit the signs of autism differently from men.
Your staff as individuals
Recognise that each employee has a unique approach to processing information and completing tasks. Each individual will have a different communication style as well. By acknowledging and accommodating neuro differences, employers can create a 91�㽶��ɫ��Ƶive environment that enables all staff to reach their individual and collective potential.
Employers doing this can benefit from the rewards that neurodiversity can bring to their business. See the advantages and challenges of neurodivergency in the workplace.

Actions

Neurodiversity guide | Irish Congress of Trade Unions

Autism employer 91�㽶��ɫ��Ƶ and guidance | National Autistic Society

Dyslexia employer 91�㽶��ɫ��Ƶ and guidance | British Dyslexia Association

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Employee engagement

Employ and 91�㽶��ɫ��Ƶ people with disabilities

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Content category

Employment and skills

Source URL
/content/neurodivergent-neurodiversity-and-neurotypical-guide-terms

Links
Advantages of neurodivergency in the workplace

Employers that understand neurodiversity and appropriately 91�㽶��ɫ��Ƶ their neurodivergent staff can reap the advantages that neurodiversity can bring to a business.
A business that values its employees' unique perspectives and actively 91�㽶��ɫ��Ƶs them will reap significant benefits.
Recognised strengths of neurodivergent people
Neurodivergent individuals bring diverse strengths and skills that can significantly benefit the workplace. It is widely believed that neurodivergent individuals often excel in the following areas:
attention to detail
dependability
high level of stamina
information processing
memory recall
productivity and work quality
loyalty
honesty
When the right environment, culture, and 91�㽶��ɫ��Ƶ are provided for neurodivergent staff to excel, these strengths can contribute to many business advantages.
Benefits of employing neurodivergent staff
Neurodivergent employees bring a wide range of strengths, talents, and skills to businesses, including:
Increased innovation and creativity
With different ways of thinking, you will find that a diverse workforce provides the breeding ground for creative thinking and new ways to do things. Neurodivergency paves the way for innovation, leading to the discovery of more efficient processes and the creation of new products or services. Greater innovation can also lead the way to business growth and new markets.
Enhanced problem solving
A diverse workforce brings a variety of perspectives to problem-solving, leading to more creative and effective solutions. Neurodivergent workers, particularly those on the autistic spectrum, often have a meticulous focus on attention to detail, strong recall of information, an ability to detect errors, and easily identify patterns that can aid problem-solving.
Increased productivity
When employers offer appropriate 91�㽶��ɫ��Ƶ and adjustments, neurodivergent employees can thrive and contribute to increased productivity and efficiency. The unique skills and cognitive abilities that neurodivergent people can bring to approaching tasks and solving problems can make your organisation more efficient in what it does.
A wider range of talent and skills
Some employees are strong communicators, others are analytical thinkers, and others excel in structured or competitive work. Recruiting from a neurodiverse pool of talent gives you access to a diverse skill set, making it easier to match the right individual to various job functions within your business.
More effective recruitment
Unfortunately, neurodivergent candidates often struggle to find employment, usually because the recruitment process is entirely geared toward neurotypical abilities. By making simple adjustments to 91�㽶��ɫ��Ƶ all applicants, you can attract and hire the best talent, strengthening your team.
Staff retention
Neurodivergent workers will show a greater commitment, trust, and loyalty to employers with an inclusive workplace culture that 91�㽶��ɫ��Ƶs everyone. This reduces staff turnover and helps you retain valuable skills and experience. Employers focusing on recruiting and retaining neurodivergent talent make it clear to their workforce that thinking differently is recognised and valued.
Teamwork and inclusiveness
Many neurotypical workers appreciate learning about neurodivergent colleagues and will take pride in working in an inclusive workplace that embraces diverse ways of thinking and interacting. An inclusive workplace culture helps them better understand, connect, and engage with their neurodivergent colleagues. Many people don’t discover their neurological condition until they are adults. Fostering an open and inclusive workplace culture will make it easier for those workers to declare their condition and seek the 91�㽶��ɫ��Ƶ they need to thrive.
Build a strong business reputation
Some consumers prefer to do business with organisations that employ people with disabilities and other people from diverse backgrounds. Many of your customers will be neurodivergent people and prefer buying products or services from a company whose workers they identify with.
Actions

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Implement an equality plan

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Employ and 91�㽶��ɫ��Ƶ people with disabilities

Content category

Employment and skills
Source URL
/content/advantages-neurodivergency-workplace

Links
Support and manage neurodivergent staff

Practical steps employers can take to develop an inclusive workplace that values and 91�㽶��ɫ��Ƶs neurodivergent staff.

Maximising the contributions of neurodivergent employees requires implementing suitable adjustments and 91�㽶��ɫ��Ƶ systems within your organisation.
How to 91�㽶��ɫ��Ƶ neurodivergent staff
Employers can take several practical steps to foster an inclusive workplace culture that offers neurodivergent workers the 91�㽶��ɫ��Ƶ they need to thrive and reach their full potential.
Understand your legal obligations
It is likely that neurodivergent conditions, such as autism, would be deemed to be a disability for the purposes of the Disability Discrimination Act 1995. Employers must ensure they treat all employees and job applicants fairly and without subjecting them to unlawful discrimination, including unlawful disability discrimination. In the case of employees who are disabled, you will also have a legal duty to make reasonable adjustments. See discrimination against disabled people.
Offer reasonable adjustments
Making reasonable adjustments empowers employees and interview candidates to demonstrate their full capabilities, aligning with legal requirements and sound business practices. Examples of reasonable adjustments for neurodivergent workers include flexible working, modifications to the physical environment, adjustments to your recruitment processes, provision of assistive technology, and specific training. Often, reasonable adjustments involve little or no cost to the business.
Prioritise individual needs when providing 91�㽶��ɫ��Ƶ for neurodivergent employees. Avoid assumptions and comparisons, as experiences and 91�㽶��ɫ��Ƶ requirements can vary significantly within the same neurodivergent category.
Embrace flexible working
Flexible working can help 91�㽶��ɫ��Ƶ neurodivergent employees with different needs and preferences for their work environment and schedule. Various ways of flexible working can help employers 91�㽶��ɫ��Ƶ neurodivergent staff to perform to the best of their ability.
Neurodivergent employees may benefit from flexible work options, allowing them to choose workspaces that cater to their sensory preferences, customise their work hours to align with their productivity patterns, and reduce the stress associated with commuting.
Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity
Creating a culture of neurodiversity awareness and acceptance involves understanding and respecting diverse working styles and preferences. This fosters a 91�㽶��ɫ��Ƶive environment where employees feel at ease to seek 91�㽶��ɫ��Ƶ or reasonable adjustments without fear of judgement or misconceptions.
Provide training on neurodiversity
Implement training that educates employees about neurodivergency, the challenges for individuals with various conditions, and the valuable contributions a neurodiverse workforce can make to your business. This will foster a more inclusive and 91�㽶��ɫ��Ƶive workplace by increasing awareness, dispelling misconceptions, and promoting acceptance among colleagues. Consider incorporating sensitivity training and communication workshops into your training curriculum.
Develop a diversity, equality, and inclusion workplace policy
Develop a workplace policy that addresses neurodiversity. This will set out your views and 91�㽶��ɫ��Ƶ system available to all employees. It shows that as an employer, you value cognitive diversity in the workplace and are willing to take steps to ensure inclusivity for neurodivergent staff. See equality and diversity workplace policies.
Adapt management styles for neurodiversity
A one-size-fits-all management style will not get the best from your staff. Managers should adopt a flexible and individualised approach to managing and 91�㽶��ɫ��Ƶing neurodivergent staff. Managers should ask neurodivergent employees about their preferred communication methods, eg, some neurodivergent staff may prefer email or instant messaging over phone or video calls. On the frequency of meetings, some staff may prefer weekly check-ins over daily catch-ups.
Managers should provide clear and specific guidance, instructions, and expectations to neurodivergent employees. Written guidelines or checklists for work tasks may be helpful for some staff. Provide managers with relevant training to enhance their understanding of neurodivergency and develop the skills needed to lead neurodiverse teams effectively.
Offer mental health 91�㽶��ɫ��Ƶ
Neurodivergent staff may be more vulnerable to mental health challenges, particularly in workplaces that lack flexibility and 91�㽶��ɫ��Ƶ. Prioritise mental health 91�㽶��ɫ��Ƶ for all staff by providing resources and promoting a culture of well-being. Invest in training that equips staff with mental health resilience skills, enabling them to recognise early warning signs and take proactive steps to address potential issues.
Remember, the 91�㽶��ɫ��Ƶ you provide to neurodivergent staff should be ongoing. Don’t make the mistake of thinking that once you’ve provided some initial 91�㽶��ɫ��Ƶ, you are finished. You should continue to listen and respond to each request for adjustments and help. See how to 91�㽶��ɫ��Ƶ employees with mental ill health.
Establish a neurodivergent employee resource group
You could encourage staff to set up an employee resource group for neurodivergent people and their allies. This can help establish a forum where individuals can share experiences and 91�㽶��ɫ��Ƶ each other. See more on creating staff forums.
Managing neurodivergency in the workplace
Take time, effort, and commitment to invest and effectively understand and 91�㽶��ɫ��Ƶ neurodivergent staff to fulfil their potential.
Consider staff needs at an individual level
To get the best from your neurodivergent staff, you will need to consider their needs and preferences at an individual level. A one-size-fits-all approach will be counterproductive. Considering individual needs will require investment in time and a flexible management style.
Adapt management style
Managers may need to adapt their management style to better understand and 91�㽶��ɫ��Ƶ neuro-inclusivity in the workplace. Training should be provided to help managers understand neurodivergency and how to 91�㽶��ɫ��Ƶ employees when and where they need it to help them excel in their job.
Match job roles with skills
If you assign workers to job roles they are unsuited to, you will heighten their stress levels and could end up with them leaving, so ensure that you sufficiently match job roles with an individual's skills and abilities. You should also give clear instructions on what an individual must do to meet their goals.
Workplace redesign
You could redesign your workplace to accommodate neurodivergent staff. For example, you could create sensory-friendly workspaces, agile workstations, and break-out areas.
Foster an inclusive workplace culture
Staff may be reluctant to disclose their neurodivergence, so it can be challenging to identify and understand the impact of neurodivergency in your workplace. However, establishing a positive, equal, and inclusive workplace culture will show that you value all your staff.

While there may be challenges, the rewards of valuing, embracing, and 91�㽶��ɫ��Ƶing all employees far outweigh the costs. See the advantages of neurodivergency in the workplace.

Actions

Autistic and neurodivergent training | Autism NI

Employing autistic people | National Autistic Society

Workplace neurodiversity training | The Brain Charity

Training for businesses | ADHD Foundation

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Staff feedback, ideas and forums

Employee engagement

Content category

Employment and skills

Source URL
/content/91�㽶��ɫ��Ƶ-and-manage-neurodivergent-staff

Links
Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

How AMC Training & Consultancy, based in Lisburn, recruited someone with a neurodivergent condition and 91�㽶��ɫ��Ƶed them in the workplace to maximise their potential.

AMC Training & Consultancy Ltd, based in Lisburn, specialises in safety training, assessment, and workforce 91�㽶��ɫ��Ƶ services for the rail industry. They offer clients services, including training delivery, digital 91�㽶��ɫ��Ƶ systems, embedded train driver services, and consultancy 91�㽶��ɫ��Ƶ.
Matt Taylor, Managing Director, explains how AMC Training & Consultancy recruited Keith, a neurodivergent talent whose skills and strengths have driven the company's business growth.
Flexible recruitment process
"Our recruitment process is informal, but we always focus on finding the right person for the role and team fit. We don’t use rigid criteria in our recruitment process; instead, we take the time to understand what someone can bring to our team and whether they will thrive in the working environment we’ve built."
"We have learned and adapted as we’ve grown. Engaging with external advisers, like the Department for Communities, has opened our eyes to a much broader pool of talent that we might not have considered before. This has led us to become more open-minded and flexible in how we approach our hiring practices."
"We offer reasonable adjustments when recruiting, providing extra time to those who need it, offering different interview formats, and favouring a conversation over a formal interview process. We’re happy to accommodate any candidate who needs it. Our view is that if someone has the right mindset and something valuable to offer us, we’ll find a way to 91�㽶��ɫ��Ƶ them through the process."
Taking on neurodivergent talent
"We didn’t intentionally set out to attract neurodivergent talent. It happened by chance when we advertised for an administrative role. Keith had no background in the railway or training industry, but he quickly grasped the importance of training, competence, and safety in a highly regulated, safety-critical environment like rail."
"One of the biggest lessons we’ve learned is not to make any assumptions about someone’s background, capability, or team fit. When Keith first joined us, we didn’t know he was neurodivergent, and we weren’t actively thinking in those terms. However, we realised that if we’d followed a rigid recruitment process or judged him only by his CV, we might have missed the opportunity to hire him. The key lesson for us has been to stay open-minded, flexible, and focused on potential, not just experience."
Supporting neurodivergent talent
"We’ve always run AMC Training & Consultancy as an inclusive, family-oriented organisation, so we needed no major changes to our management style. My own son is neurodivergent, with autism and dyspraxia, so creating a 91�㽶��ɫ��Ƶive and understanding environment is a priority for me."
"We didn’t have a formal induction process in place when Keith joined, as we were still a small, fast-moving team. Instead, we took a gradual, flexible approach to help him settle in. This worked well, as it gave Keith the space to find his feet and start contributing to the business in a way that suited his strengths."
"We focus on flexibility, open communication, and giving people the space to work in a way that suits them. That meant trusting Keith to manage his workload, 91�㽶��ɫ��Ƶing him where needed, and making sure he felt valued and listened to. That approach has worked well right across our company. This flexibility in our management style enabled Keith’s talents to come to the fore, and he took the lead on developing our content management system (CMS)."
The benefits of neurodivergent talent to our business
"What became clear very quickly was that Keith’s way of thinking brought real value. He saw things differently, worked with real focus, and produced outcomes that exceeded all expectations. We recognised his talent early on when we saw how naturally he started picking up on industry challenges and turning them into simple, functional design concepts."
"What really stood out was Keith’s ability to understand complex problems, visualise a practical solution, and then design and develop clean, user-friendly software to solve it. He brought strong software skills, but in addition to that, he brought curiosity, adaptability, and a genuine commitment to do things well."
"We encouraged him to take the lead on developing our new CMS software. We provided 91�㽶��ɫ��Ƶ, including a specialist tech partner, to create the optimal environment for his success. His contribution has been nothing short of transformational. The system he built is not only robust and intuitive but also highly scalable, and it's now a vital component of our service offering."
"Keith’s exceptional talent for problem-solving - processing complex information, spotting inefficiencies, and then engineering clean, intuitive software - has not only given us a distinct commercial edge but also paved the way for new business growth."
"Our CMS has been so successful, we're launching a separate software company to advance it. In recognition of his talent, commitment, and central role in its development, we've invited Keith to become a fellow shareholder."
"For Keith, the role has provided him with a sense of ownership and progression. He’s not just part of the business; he’s actively shaping its future. The wider team has also benefited. Having Keith onboard has broadened everyone’s perspective and reinforced the importance of leveraging individual strengths. This has made us more open, more flexible, and ultimately more effective as a team."

Case Study
Matt Taylor

Content category

Employment and skills

Source URL
/content/employing-and-91�㽶��ɫ��Ƶing-neurodivergent-staff-amc-training-consultancy

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Advantages of neurodivergency in the workplace

bgraham — Mon, 09 Sep 2024 09:21:04 +0000

Advantages of neurodivergency in the workplace bgraham Mon, 09/09/2024 - 10:21

Neurodiversity in the workplace

In this guide:

Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Explanation of neurodivergent, neurodiversity, and neurotypical, along with some common forms of neurological differences, including Autism, ADHD, Dyslexia, and Tourette's syndrome.

Neurodiversity refers to the differences in individual brain function and behavioural characteristics. This means that individuals experience, perceive, and interact with the world around them in many different ways.
Defining neurodiversity, neurodivergent, and neurotypical
Neurodiversity
Neurodiversity is an umbrella term that refers to all the diverse ways that different people may process information. It encompasses everyone and how each person thinks, learns, communicates, and experiences the world around them, which varies in many ways. Within the term neurodiversity, people may be classed as neurotypical or as neurodivergent.
Neurodivergent
Neurodivergent describes people whose minds function in a way that society deems to be atypical, or in a way that diverges from what society deems to be typical. Autistic people come within the class of neurodivergent people, although they are not the only ones. A range of other people with conditions such as, but not limited to, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia, may also be described as neurodivergent.
Neurotypical
Neurotypical describes those people whose minds function in a way that society deems typical.
Types of neurodivergency
Some common forms of neurological differences include:
Autism or Autism Spectrum Condition (ASC)
Autism is a spectrum condition that affects people in different ways. People with autism may experience social interaction challenges, exhibit repetitive or restrictive behaviour, have sensory sensitivity, and experience extreme anxiety. What is autism?
See the Equality Commission's guidance on 91�㽶��ɫ��Ƶing autistic people in employment (PDF, 7.7MB).
Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)
People with ADHD or ADD can seem restless, may have trouble concentrating, and may act on impulse. People with ADHD may also experience additional challenges, such as sleep and anxiety disorders.
Dyscalculia
Dyscalculia is a condition that makes it hard for an individual to do mathematics and tasks that involve maths.
Dyslexia
Dyslexia is a learning difficulty that primarily affects reading and writing skills. Dyslexic people may have difficulty processing and remembering information, which can affect learning and acquiring literacy skills. Many dyslexic people may show strengths in certain areas, such as reasoning and visual and creative fields. What is dyslexia?
Dyspraxia
Dyspraxia, or Developmental Coordination Disorder (DCD), affects an individual’s movement and coordination.
Dysgraphia
Dysgraphia is a condition that affects the ability to recognise and decipher written words, and the relationship between letter forms and the sounds they make. Individuals with dysgraphia can have difficulty converting the sounds of language into writing.
Misophonia
Misophonia is an extreme emotional reaction to certain everyday sounds that most people find relatively easy to ignore, such as keyboard tapping or rustling paper. People with misophonia experience reactions such as shortness of breath, tension, a racing heart, and feeling hot.
Slow processing speed
Slow processing speed is a condition where individuals may remain silent for a few seconds before responding to something or might take a long time to explain something. What is slow processing speed?
Tourette’s syndrome
Tourette’s syndrome is a neurological disorder characterised by tics, usually sudden, repetitive involuntary movements and sounds.
Bipolar disorder, depression, schizophrenia, and anxiety are sometimes also included under the umbrella of neurodivergence. See the Brain Charity’s A-Z of neurological conditions.
Symptoms of these neurodivergent conditions often overlap, meaning some individuals may experience more than one condition. You should also be aware that although individuals may have the same neurodivergent condition or conditions. The way these manifest in behaviour can be very different, for example, women may exhibit the signs of autism differently from men.
Your staff as individuals
Recognise that each employee has a unique approach to processing information and completing tasks. Each individual will have a different communication style as well. By acknowledging and accommodating neuro differences, employers can create a 91�㽶��ɫ��Ƶive environment that enables all staff to reach their individual and collective potential.
Employers doing this can benefit from the rewards that neurodiversity can bring to their business. See the advantages and challenges of neurodivergency in the workplace.

Actions

Neurodiversity guide | Irish Congress of Trade Unions

Autism employer 91�㽶��ɫ��Ƶ and guidance | National Autistic Society

Dyslexia employer 91�㽶��ɫ��Ƶ and guidance | British Dyslexia Association

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Employee engagement

Employ and 91�㽶��ɫ��Ƶ people with disabilities

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Content category

Employment and skills

Source URL
/content/neurodivergent-neurodiversity-and-neurotypical-guide-terms

Links
Advantages of neurodivergency in the workplace

Employers that understand neurodiversity and appropriately 91�㽶��ɫ��Ƶ their neurodivergent staff can reap the advantages that neurodiversity can bring to a business.
A business that values its employees' unique perspectives and actively 91�㽶��ɫ��Ƶs them will reap significant benefits.
Recognised strengths of neurodivergent people
Neurodivergent individuals bring diverse strengths and skills that can significantly benefit the workplace. It is widely believed that neurodivergent individuals often excel in the following areas:
attention to detail
dependability
high level of stamina
information processing
memory recall
productivity and work quality
loyalty
honesty
When the right environment, culture, and 91�㽶��ɫ��Ƶ are provided for neurodivergent staff to excel, these strengths can contribute to many business advantages.
Benefits of employing neurodivergent staff
Neurodivergent employees bring a wide range of strengths, talents, and skills to businesses, including:
Increased innovation and creativity
With different ways of thinking, you will find that a diverse workforce provides the breeding ground for creative thinking and new ways to do things. Neurodivergency paves the way for innovation, leading to the discovery of more efficient processes and the creation of new products or services. Greater innovation can also lead the way to business growth and new markets.
Enhanced problem solving
A diverse workforce brings a variety of perspectives to problem-solving, leading to more creative and effective solutions. Neurodivergent workers, particularly those on the autistic spectrum, often have a meticulous focus on attention to detail, strong recall of information, an ability to detect errors, and easily identify patterns that can aid problem-solving.
Increased productivity
When employers offer appropriate 91�㽶��ɫ��Ƶ and adjustments, neurodivergent employees can thrive and contribute to increased productivity and efficiency. The unique skills and cognitive abilities that neurodivergent people can bring to approaching tasks and solving problems can make your organisation more efficient in what it does.
A wider range of talent and skills
Some employees are strong communicators, others are analytical thinkers, and others excel in structured or competitive work. Recruiting from a neurodiverse pool of talent gives you access to a diverse skill set, making it easier to match the right individual to various job functions within your business.
More effective recruitment
Unfortunately, neurodivergent candidates often struggle to find employment, usually because the recruitment process is entirely geared toward neurotypical abilities. By making simple adjustments to 91�㽶��ɫ��Ƶ all applicants, you can attract and hire the best talent, strengthening your team.
Staff retention
Neurodivergent workers will show a greater commitment, trust, and loyalty to employers with an inclusive workplace culture that 91�㽶��ɫ��Ƶs everyone. This reduces staff turnover and helps you retain valuable skills and experience. Employers focusing on recruiting and retaining neurodivergent talent make it clear to their workforce that thinking differently is recognised and valued.
Teamwork and inclusiveness
Many neurotypical workers appreciate learning about neurodivergent colleagues and will take pride in working in an inclusive workplace that embraces diverse ways of thinking and interacting. An inclusive workplace culture helps them better understand, connect, and engage with their neurodivergent colleagues. Many people don’t discover their neurological condition until they are adults. Fostering an open and inclusive workplace culture will make it easier for those workers to declare their condition and seek the 91�㽶��ɫ��Ƶ they need to thrive.
Build a strong business reputation
Some consumers prefer to do business with organisations that employ people with disabilities and other people from diverse backgrounds. Many of your customers will be neurodivergent people and prefer buying products or services from a company whose workers they identify with.
Actions

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Implement an equality plan

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Employ and 91�㽶��ɫ��Ƶ people with disabilities

Content category

Employment and skills
Source URL
/content/advantages-neurodivergency-workplace

Links
Support and manage neurodivergent staff

Practical steps employers can take to develop an inclusive workplace that values and 91�㽶��ɫ��Ƶs neurodivergent staff.

Maximising the contributions of neurodivergent employees requires implementing suitable adjustments and 91�㽶��ɫ��Ƶ systems within your organisation.
How to 91�㽶��ɫ��Ƶ neurodivergent staff
Employers can take several practical steps to foster an inclusive workplace culture that offers neurodivergent workers the 91�㽶��ɫ��Ƶ they need to thrive and reach their full potential.
Understand your legal obligations
It is likely that neurodivergent conditions, such as autism, would be deemed to be a disability for the purposes of the Disability Discrimination Act 1995. Employers must ensure they treat all employees and job applicants fairly and without subjecting them to unlawful discrimination, including unlawful disability discrimination. In the case of employees who are disabled, you will also have a legal duty to make reasonable adjustments. See discrimination against disabled people.
Offer reasonable adjustments
Making reasonable adjustments empowers employees and interview candidates to demonstrate their full capabilities, aligning with legal requirements and sound business practices. Examples of reasonable adjustments for neurodivergent workers include flexible working, modifications to the physical environment, adjustments to your recruitment processes, provision of assistive technology, and specific training. Often, reasonable adjustments involve little or no cost to the business.
Prioritise individual needs when providing 91�㽶��ɫ��Ƶ for neurodivergent employees. Avoid assumptions and comparisons, as experiences and 91�㽶��ɫ��Ƶ requirements can vary significantly within the same neurodivergent category.
Embrace flexible working
Flexible working can help 91�㽶��ɫ��Ƶ neurodivergent employees with different needs and preferences for their work environment and schedule. Various ways of flexible working can help employers 91�㽶��ɫ��Ƶ neurodivergent staff to perform to the best of their ability.
Neurodivergent employees may benefit from flexible work options, allowing them to choose workspaces that cater to their sensory preferences, customise their work hours to align with their productivity patterns, and reduce the stress associated with commuting.
Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity
Creating a culture of neurodiversity awareness and acceptance involves understanding and respecting diverse working styles and preferences. This fosters a 91�㽶��ɫ��Ƶive environment where employees feel at ease to seek 91�㽶��ɫ��Ƶ or reasonable adjustments without fear of judgement or misconceptions.
Provide training on neurodiversity
Implement training that educates employees about neurodivergency, the challenges for individuals with various conditions, and the valuable contributions a neurodiverse workforce can make to your business. This will foster a more inclusive and 91�㽶��ɫ��Ƶive workplace by increasing awareness, dispelling misconceptions, and promoting acceptance among colleagues. Consider incorporating sensitivity training and communication workshops into your training curriculum.
Develop a diversity, equality, and inclusion workplace policy
Develop a workplace policy that addresses neurodiversity. This will set out your views and 91�㽶��ɫ��Ƶ system available to all employees. It shows that as an employer, you value cognitive diversity in the workplace and are willing to take steps to ensure inclusivity for neurodivergent staff. See equality and diversity workplace policies.
Adapt management styles for neurodiversity
A one-size-fits-all management style will not get the best from your staff. Managers should adopt a flexible and individualised approach to managing and 91�㽶��ɫ��Ƶing neurodivergent staff. Managers should ask neurodivergent employees about their preferred communication methods, eg, some neurodivergent staff may prefer email or instant messaging over phone or video calls. On the frequency of meetings, some staff may prefer weekly check-ins over daily catch-ups.
Managers should provide clear and specific guidance, instructions, and expectations to neurodivergent employees. Written guidelines or checklists for work tasks may be helpful for some staff. Provide managers with relevant training to enhance their understanding of neurodivergency and develop the skills needed to lead neurodiverse teams effectively.
Offer mental health 91�㽶��ɫ��Ƶ
Neurodivergent staff may be more vulnerable to mental health challenges, particularly in workplaces that lack flexibility and 91�㽶��ɫ��Ƶ. Prioritise mental health 91�㽶��ɫ��Ƶ for all staff by providing resources and promoting a culture of well-being. Invest in training that equips staff with mental health resilience skills, enabling them to recognise early warning signs and take proactive steps to address potential issues.
Remember, the 91�㽶��ɫ��Ƶ you provide to neurodivergent staff should be ongoing. Don’t make the mistake of thinking that once you’ve provided some initial 91�㽶��ɫ��Ƶ, you are finished. You should continue to listen and respond to each request for adjustments and help. See how to 91�㽶��ɫ��Ƶ employees with mental ill health.
Establish a neurodivergent employee resource group
You could encourage staff to set up an employee resource group for neurodivergent people and their allies. This can help establish a forum where individuals can share experiences and 91�㽶��ɫ��Ƶ each other. See more on creating staff forums.
Managing neurodivergency in the workplace
Take time, effort, and commitment to invest and effectively understand and 91�㽶��ɫ��Ƶ neurodivergent staff to fulfil their potential.
Consider staff needs at an individual level
To get the best from your neurodivergent staff, you will need to consider their needs and preferences at an individual level. A one-size-fits-all approach will be counterproductive. Considering individual needs will require investment in time and a flexible management style.
Adapt management style
Managers may need to adapt their management style to better understand and 91�㽶��ɫ��Ƶ neuro-inclusivity in the workplace. Training should be provided to help managers understand neurodivergency and how to 91�㽶��ɫ��Ƶ employees when and where they need it to help them excel in their job.
Match job roles with skills
If you assign workers to job roles they are unsuited to, you will heighten their stress levels and could end up with them leaving, so ensure that you sufficiently match job roles with an individual's skills and abilities. You should also give clear instructions on what an individual must do to meet their goals.
Workplace redesign
You could redesign your workplace to accommodate neurodivergent staff. For example, you could create sensory-friendly workspaces, agile workstations, and break-out areas.
Foster an inclusive workplace culture
Staff may be reluctant to disclose their neurodivergence, so it can be challenging to identify and understand the impact of neurodivergency in your workplace. However, establishing a positive, equal, and inclusive workplace culture will show that you value all your staff.

While there may be challenges, the rewards of valuing, embracing, and 91�㽶��ɫ��Ƶing all employees far outweigh the costs. See the advantages of neurodivergency in the workplace.

Actions

Autistic and neurodivergent training | Autism NI

Employing autistic people | National Autistic Society

Workplace neurodiversity training | The Brain Charity

Training for businesses | ADHD Foundation

Supporting Autistic People in Employment | Equality Commission (PDF, 7.7MB)

Neurodiversity guide | Irish Congress of Trade Unions

Neurodiversity in the workplace webinar recording | Labour Relations Agency

Also on this site

Prevent discrimination and value diversity

Manage and 91�㽶��ɫ��Ƶ employees with mental ill health

Staff feedback, ideas and forums

Employee engagement

Content category

Employment and skills

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Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

How AMC Training & Consultancy, based in Lisburn, recruited someone with a neurodivergent condition and 91�㽶��ɫ��Ƶed them in the workplace to maximise their potential.

AMC Training & Consultancy Ltd, based in Lisburn, specialises in safety training, assessment, and workforce 91�㽶��ɫ��Ƶ services for the rail industry. They offer clients services, including training delivery, digital 91�㽶��ɫ��Ƶ systems, embedded train driver services, and consultancy 91�㽶��ɫ��Ƶ.
Matt Taylor, Managing Director, explains how AMC Training & Consultancy recruited Keith, a neurodivergent talent whose skills and strengths have driven the company's business growth.
Flexible recruitment process
"Our recruitment process is informal, but we always focus on finding the right person for the role and team fit. We don’t use rigid criteria in our recruitment process; instead, we take the time to understand what someone can bring to our team and whether they will thrive in the working environment we’ve built."
"We have learned and adapted as we’ve grown. Engaging with external advisers, like the Department for Communities, has opened our eyes to a much broader pool of talent that we might not have considered before. This has led us to become more open-minded and flexible in how we approach our hiring practices."
"We offer reasonable adjustments when recruiting, providing extra time to those who need it, offering different interview formats, and favouring a conversation over a formal interview process. We’re happy to accommodate any candidate who needs it. Our view is that if someone has the right mindset and something valuable to offer us, we’ll find a way to 91�㽶��ɫ��Ƶ them through the process."
Taking on neurodivergent talent
"We didn’t intentionally set out to attract neurodivergent talent. It happened by chance when we advertised for an administrative role. Keith had no background in the railway or training industry, but he quickly grasped the importance of training, competence, and safety in a highly regulated, safety-critical environment like rail."
"One of the biggest lessons we’ve learned is not to make any assumptions about someone’s background, capability, or team fit. When Keith first joined us, we didn’t know he was neurodivergent, and we weren’t actively thinking in those terms. However, we realised that if we’d followed a rigid recruitment process or judged him only by his CV, we might have missed the opportunity to hire him. The key lesson for us has been to stay open-minded, flexible, and focused on potential, not just experience."
Supporting neurodivergent talent
"We’ve always run AMC Training & Consultancy as an inclusive, family-oriented organisation, so we needed no major changes to our management style. My own son is neurodivergent, with autism and dyspraxia, so creating a 91�㽶��ɫ��Ƶive and understanding environment is a priority for me."
"We didn’t have a formal induction process in place when Keith joined, as we were still a small, fast-moving team. Instead, we took a gradual, flexible approach to help him settle in. This worked well, as it gave Keith the space to find his feet and start contributing to the business in a way that suited his strengths."
"We focus on flexibility, open communication, and giving people the space to work in a way that suits them. That meant trusting Keith to manage his workload, 91�㽶��ɫ��Ƶing him where needed, and making sure he felt valued and listened to. That approach has worked well right across our company. This flexibility in our management style enabled Keith’s talents to come to the fore, and he took the lead on developing our content management system (CMS)."
The benefits of neurodivergent talent to our business
"What became clear very quickly was that Keith’s way of thinking brought real value. He saw things differently, worked with real focus, and produced outcomes that exceeded all expectations. We recognised his talent early on when we saw how naturally he started picking up on industry challenges and turning them into simple, functional design concepts."
"What really stood out was Keith’s ability to understand complex problems, visualise a practical solution, and then design and develop clean, user-friendly software to solve it. He brought strong software skills, but in addition to that, he brought curiosity, adaptability, and a genuine commitment to do things well."
"We encouraged him to take the lead on developing our new CMS software. We provided 91�㽶��ɫ��Ƶ, including a specialist tech partner, to create the optimal environment for his success. His contribution has been nothing short of transformational. The system he built is not only robust and intuitive but also highly scalable, and it's now a vital component of our service offering."
"Keith’s exceptional talent for problem-solving - processing complex information, spotting inefficiencies, and then engineering clean, intuitive software - has not only given us a distinct commercial edge but also paved the way for new business growth."
"Our CMS has been so successful, we're launching a separate software company to advance it. In recognition of his talent, commitment, and central role in its development, we've invited Keith to become a fellow shareholder."
"For Keith, the role has provided him with a sense of ownership and progression. He’s not just part of the business; he’s actively shaping its future. The wider team has also benefited. Having Keith onboard has broadened everyone’s perspective and reinforced the importance of leveraging individual strengths. This has made us more open, more flexible, and ultimately more effective as a team."

Case Study
Matt Taylor

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Employment and skills

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Employment and skills

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

Neurodiversity in the workplace

Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Defining neurodiversity, neurodivergent, and neurotypical

Neurodiversity

Neurodivergent

Neurotypical

Types of neurodivergency

Autism or Autism Spectrum Condition (ASC)

Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)

Dyscalculia

Dyslexia

Dyspraxia

Dysgraphia

Misophonia

Slow processing speed

Tourette’s syndrome

Your staff as individuals

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Advantages of neurodivergency in the workplace

Recognised strengths of neurodivergent people

Benefits of employing neurodivergent staff

Increased innovation and creativity

Enhanced problem solving

Increased productivity

A wider range of talent and skills

More effective recruitment

Staff retention

Teamwork and inclusiveness

Build a strong business reputation

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Support and manage neurodivergent staff

How to 91�㽶��ɫ��Ƶ neurodivergent staff

Understand your legal obligations

Offer reasonable adjustments

Embrace flexible working

Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity

Provide training on neurodiversity

Develop a diversity, equality, and inclusion workplace policy

Adapt management styles for neurodiversity

Offer mental health 91�㽶��ɫ��Ƶ

Establish a neurodivergent employee resource group

Managing neurodivergency in the workplace

Consider staff needs at an individual level

Adapt management style

Match job roles with skills

Workplace redesign

Foster an inclusive workplace culture

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Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

Flexible recruitment process

Taking on neurodivergent talent

Supporting neurodivergent talent

The benefits of neurodivergent talent to our business

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UK visa sponsorship for employers

UK visa sponsorship for employers - eligibility

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Job suitability for UK visa sponsorship

Additional requirements for religious workers

Additional requirements for creative workers

If you are sponsoring a creative worker under 16

Additional requirements for workers on an International Sportsperson visa

Additional requirements for care workers

How to recruit a displaced care worker

Sponsoring under-18s

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Types of UK visa sponsorship licence

Worker licence

Temporary Worker licence

If you’re sponsoring a scale-up worker