A Platform for Success: Empowering Neurodiversity in the Rail Industry

Written By Brooke Elias

Why is neurodiversity good for business in the rail industry?

The rail industry has a critical role to play in powering the nation’s economy with 4.7 million train journeys made each day in Great Britain. However, research by City & Guilds and the National Skills Academy for Rail (2020) found that systemic issues in the industry’s talent and skills pipeline have created a shortage of trained and talented employees, just when the industry needs them most, with demand for skills expected to peak in 2025. These issues include an over-reliance on older and overseas workers and a lack of diversity – for example, the report highlighted that 85% of workers are male and 28% are aged 51 or over.  Skills shortages cost rail industry employers £206 million per year. 

Check out our Neurodiversity in Rail resource page for our downloadable guide, upcoming event and more:


The rail industry is making good progress on gender and ethnic diversity, with over 170 organisations in the sector signed up to the Equality, Diversity and Inclusion Charter.  However, there is little reference in this Charter to neurodiversity.  Neurodiversity relates to the different ways our brains are wired and process information. It is used to describe alternative thinking styles (such as Dyslexia, Dyspraxia, Dyscalculia, Autism and ADHD) which affect 15-20% of the population.  

There is now a golden and urgent opportunity to put neurodiversity at the heart of equality, diversity and inclusion strategies in the rail industry. A neuro-inclusive rail industry will be good for business. It can bring diversity of thought, innovation, and a positive culture as well as improved customer relationships. Diversity and inclusion are also increasingly important to rail clients and investors.  

Many neurodivergent individuals have the skills the industry needs to address shortages in technical and practical roles.  These include problem-solving and analytical skills, logic, attention to detail and the ability to follow instructions and routine.  Others have the skills needed for strategic and leadership roles, such as big-picture thinking, creativity, adaptability and strong verbal skills.  This is critical for building a pipeline of future leaders, to replace those coming to the end of their careers.  Recruiting neurodivergent apprentices can also help to meet the Government’s commitment to 30,000 new apprenticeships in the transport industry.  

Below, we provide some examples of what it means to be neuro-inclusive across these aspects of your organisation in practice:  

Leadership and Culture: 

  • Senior leaders are committed to and accountable for neuro-inclusivity.  They provide a platform for people to share stories and role model neuro-inclusive practice.  

  • Developing a neurodiversity strategy, and ensuring consideration of neurodiversity is embedded in other workplace policies.  

  • Awareness of neurodiversity across the organisation, through training and guidance.  

  • Individuals feel psychologically safe to share experiences and access support.  

 

Recruitment:

  • Job descriptions are unambiguous and focused on the specific skills required for the role.  They include specific statements around neuro-inclusion.  

  • Application forms and processes minimise adverse impacts for neurodivergent candidates.  You could use work samples or work trials which give candidates the opportunity to showcase their skills in practice.  

  • Candidates are made to feel safe to disclose a neurodivergence and access adjustments, if they wish to do so 

  • Recruiting managers understand how to get the best from neurodivergent candidates, e.g. how to structure interview questions and minimise unconscious bias.  

 
 

Adjustments:

  • A range of adjustments and assistive technology are available to support neurodivergent individuals, including those working in practical roles.   

  • A clear process exists for requesting and accessing relevant adjustments promptly 

  • Being able to adapt ways of working to meet the needs of neurodivergent individuals, for example identifying where shift patterns might be problematic, or where maintaining a consistent routine is important.   

  • Support to understand adjustments that might be useful (e.g. access to workplace assessments) 

 

Environment:

  • Understanding the impact the environment can have on concentration, attention and sensory overload. 

  • Adopting universal design principles, so that neuro-accessibility is incorporated into the design of workspaces.  

  • The ability to adapt the environment to suit neurodivergent individuals.  This may require some creative solutions for those working in busy, noisy environments such as stations! 

 

Talent management:

  • Supporting the development of neurodivergent employees with a strengths based approach 

  • Minimising barriers and enabling neurodivergent employees to thrive in areas they are best at 

  • Ensuring that performance management systems don't discriminate against neurodivergent employees 

 

Communications:

  • Ensuring internal and external communications are accessible (e.g. concise, unambiguous, plain English, neurodiversity-friendly formatting, compatible with assistive technology) 

  • Sharing messages internally and externally in a range of formats (e.g. video, verbal, written) 

  • Using neuro-inclusive language  

 

 Products and customer services: 

  • Products and services are accessible and where possible, delivered in a variety of formats. They do not create barriers for neurodivergent individuals. 

  • Customer environments are neuro-inclusive. 

 

 Supply chain and procurement:

  • Any products or services you procure (e.g. training, websites, facilities management) are neuro-inclusive 

  • Supplier values are aligned to your own organisational neuro-inclusive values, and this is considered as part of the procurement process.  

In summary, the rail industry has an important role to play in creating opportunities, unlocking talent and removing barriers facing neurodivergent employees. This will pay dividends for both neurodivergent individuals and the rail industry at large.  

Lexxic can support you on every step of your journey, helping you understand what will work best for your organisation, implement creative solutions and evaluate their impact. 

Download our guide ‘A Platform for Success: Neurodiversity in Rail’ and join us on the 16th May for our webinar on ‘Let's Talk about Neuro-inclusive Practical Working Environments’ using the links provided below.

Helen Musgrove - Director of Psychology

Join us on Tuesday, 16th May at 12pm BST, for a free webinar, ‘Let's Talk about Neuro-inclusive Practical Working Environments’

Download our ‘A Platform for Success: Neurodiversity in Rail’ guide

 
Brooke Elias
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