• Replies 25 replies
  • Subscribers 82 subscribers
  • Views 7106 views
  • Users 0 members are here
Options
Related
Hints and tips
  • To quote someone's message, first select/highlight the relevant text, and then use the Quote button that appears
  • To "mention" someone, type @ followed by the start of the forum name, and choose from the list; that person will get a notification of being mentioned

Social Skills have too high a premium in the workplace?

Atypical

In the world of employment there is a significant focus on social skills and the ability to ‘play the game’. Arguably, this is one of the greatest barriers to many on the Spectrum and could account for many injustices in this regard. The ability to a job, with or without adjustments, is often trumped over whether someone is the ‘right’ person. I’ve been told that the right person is needed because the time spent at work is longer than with Partners. Others think of the workplace as a family and  feel it’s important to recruit someone who they can ‘get along with.’ Indeed, if someone doesn’t come across as sociable or likable, an application can be dismissed very quickly. Statistics suggest that ASD people are often not given a fair chance and this was rightly highlighted in the NAS ‘Could you stand the Rejection?’ (Link: https://m.youtube.com/watch?v=h8iF0TAmyr4).

I believe this occurs from a misunderstanding/misapplication of Equality and Diversity. My reading is this, Equality and Diversity is about embracing difference and accommodating this in a work environment. This might create more work and necessitate a change of culture but in doing so, the benefits outweigh any inconvenience.

I’ve always leaned towards strengthing legal protections and enhancing powers of regulators. What are your views?

Parents

  • This is an interesting topic for discussion. I've been involved in recruitment in the past and I've always tried to focus on someone's abiiity to do the job (with whatever adjustments are needed). When discussing candidates with other members of the panel I've quite often had to challenge prejudicial views about appearance, gender, disability, personality and capacity to 'fit in'.

    Recruitment is a difficult area to regulate. Large organisations sometimes insist on everyone on interview panels doing relevant training. They may also have someone from HR present to make sure proper process is followed. It's still incredibly hard to make sure that principles of equality and diversity are upheld.

    In smaller organisations I've come across really good and really bad recruitment practice. A lot depends on the values of the people involved. Diversity among senior managers can help to promote inclusion - those who have experienced discrimination themselves may try to ensure others are not similarly disadvantaged (but this is not always the case).

    When organisations recruit people who are clones of current employees they fail to expand their collective mindset. We need to persuade them that languishing in the comfort zone of groupthink just encourages inertia. Diversifying the workforce is the best way to innovate and excel.

    It would be very interesting to know your views on strengthening legal protections and enhancing powers of regulators. Do you have any specific ideas about what could be done to improve things and bring about real culture change?

Reply

  • This is an interesting topic for discussion. I've been involved in recruitment in the past and I've always tried to focus on someone's abiiity to do the job (with whatever adjustments are needed). When discussing candidates with other members of the panel I've quite often had to challenge prejudicial views about appearance, gender, disability, personality and capacity to 'fit in'.

    Recruitment is a difficult area to regulate. Large organisations sometimes insist on everyone on interview panels doing relevant training. They may also have someone from HR present to make sure proper process is followed. It's still incredibly hard to make sure that principles of equality and diversity are upheld.

    In smaller organisations I've come across really good and really bad recruitment practice. A lot depends on the values of the people involved. Diversity among senior managers can help to promote inclusion - those who have experienced discrimination themselves may try to ensure others are not similarly disadvantaged (but this is not always the case).

    When organisations recruit people who are clones of current employees they fail to expand their collective mindset. We need to persuade them that languishing in the comfort zone of groupthink just encourages inertia. Diversifying the workforce is the best way to innovate and excel.

    It would be very interesting to know your views on strengthening legal protections and enhancing powers of regulators. Do you have any specific ideas about what could be done to improve things and bring about real culture change?

Children
  • in reply to Sunflower

    Your raise some really important points and I agree that the recruitment process is multilateral. I think Equality and Diversity is too slow in implementation in many organisations and enhanced legal protections would help focus attention. Of course, many will attest that since the Disability Discrimination Act 1995, real challenges persist regardless of whatever legal instruments are in existence. In terms of culture, there are a number of things that need to be done not short of:

    • Training on neurodiversity;

    • Moving away from traditional interview models and accommodating different assessment methods;

    • Considering work trials for certain roles;

  • in reply to Sunflower

    When I interviewed for my current job, my ASC was seen as a positive attribute, and I felt reassured that I would at last be working in a place where my condition and needs were properly understood and accommodated.  Sadly, recent events have shown that not to be the case.  Our senior manager clearly has no proper understanding of ASC.  He's just a senior manager.  And we have a certain number of staff who aren't especially good at the job.  Partly, I suppose, it's a problem inherent with the low-paid care sector.  Having started the job with a high degree of confidence, I'm now once again feeling like a goldfish in a tank of pirhanas.