How Adapting Workplaces to Include Multiple Sensory Environments – and the Right Technology to Book Them – Will Build a Greater Sense of Belonging

First published in Premises and Facilities Manager, December Inclusivity Edition, 2024. Reproduced with permission.

It is estimated that one in seven people in the UK are neurodivergent (with conditions such as Sensory Processing Disorder, Autism, Dyslexia or ADHD). This makes up an estimated 15% of the UK workforce. However, according to new data from The Myers-Briggs Company – one of the world’s largest business psychology providers – neurodivergent staff currently have a much worse workplace experience than other employees. They feel less accepted and supported at work, compared to the so-called neurotypical majority.

The Myers-Briggs study found that those who were diagnosed as neurodivergent felt less included, more misunderstood, more stressed, and had lower job satisfaction than those not diagnosed with any neurodivergent conditions. Only one in four felt that their manager, coworkers and organisations were supportive of their neurodiversity.

With such a high percentage of the workforce experiencing a lack of belonging due to their needs being overlooked, it is clear that a change must be made.

Adapting workspaces

Without adapting workspaces in ways that can enrich and empower those who are neurodivergent, companies are not enabling these workers to tap into their full potential. They are less likely to achieve the same level of productivity and workplace experience as other employees who feel fully engaged with the company and its objectives. And that is not good news for any organisation.

Adaptations that will aid both employees on the neurodivergent spectrum and their employers include offering multiple types of sensory environments in the office. 

Research conducted by the University and College Union (UCU) on neurodiversity in the workplace found that distressing sensory environments can include characteristics such as fluorescent lighting, loud noises and confusing workplace design. These features are very common in most workplaces and can risk causing over-stimulation for those on the neurodivergent spectrum.

The UK’s National Autistic Society states that over-stimulation can lead to migraines, headaches, lack of focus, inability to concentrate and difficulty hearing others. Therefore, areas that are taxing for neurodivergent workers are detrimental to both the employees wellbeing and to overall workplace productivity.

Sensory spaces

One solution for facility managers is to provide an array of sensory environments so that employees can choose which will be the most beneficial for their sensory preferences. For example, workplaces could offer meeting rooms with sound-proofed doors, or rooms that are darker or have more natural light (as opposed to glaring fluorescent lights). Neurodivergent employees could then select these options if they feel overstimulated in the other areas.

Workplaces could also provide the scheduling technology necessary for employees to be able to pre-book rooms and desks that meet their sensory preferences. This would ensure a much smoother office experience. The booking system should clearly indicate which kind of sensory environment each resource has. This would avoid causing further stress and unpredictability for those on the neurodivergent spectrum if they do not feel secure about finding a comfortable place to work when they come in. 

The provision of detailed floor plans of the workplace – along with sufficient signage – is another adaptation workplaces could implement to cater to their neurodiverse employees.

The UCU’s research into neurodiversity in the workplace found that confusing workplace design, and unclear separation of work areas, causes further over-stimulation and stress. This could be offset by providing technology that displays colour-coded maps of different work areas and guides which show how they are organised.

As the in-depth studies by UCU, Myers-Briggs and others have revealed, there is a growing need for companies to include more neurodivergent workspaces – and careful management of the sensory environment – if they want to build a greater sense of belonging among a significant part of the workforce who are neurodivergent.