Onboarding

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Preparing the New Starter

Provide in advance detailed information packs, that include:

Access information about the place they will be working

Instructions about workplaces processes, including who they should report to, chain of command, procedures for communicating issues, and how to call in sick

Be sure to also include information about the ‘unspoken’ rules and expectations of the workplace, including:

Dress code (with clear examples, not vague ‘smart casual’ guidance)
Typical work hours and patterns (and any flexibility around this)
Conventional times for breaks, and length
Typical communication channels, and expectations of use
Social events, and expectation around attendance
Etiquette around social ‘norms’ like making tea, birthdays, etc.

Establish that they have a travel plan to get to and from work.

Make sure they have all the tools, contacts, and training necessary to be able to successfully do their job.

Offer alternative methods for any necessary training (e.g. self-paced tutorials, where the they can process information at their own speed).

Give a tour of the office, including key facilities like toilets, fire exits, and quiet spaces.

Avoid, where possible, group ‘icebreaker’ activities – which can be anxiety-inducing for individuals with social communication challenges. In certain cases, you may want to provide a more tailored, one-to-one experience for employees, giving them the opportunity to meet colleagues individually or in small groups.

Provide opportunities for employees to acclimate themselves to the workforce and workplace before starting their job.

If remote working: make sure that lines of communication are clearly established.

Offer a peer-to-peer ‘buddy’ scheme who they can clarify information with, help navigate the social norms of the workplace, and gain insight on processes.

Be clear that you are open to questions, or point to who they can follow up with (e.g. their Line Manager or Head of Department)

Getting to Know Your New Starter

The best way to shift the responsibility of addressing and asking for access requirements from the individual and to the employer, is to get to know all of your new hires by providing a workplace questionnaire.

Often referred to as Access 'Statements' 'Riders’ or ‘Passports’, ‘Welcome Aboard’, ‘Comfort at Work’, or ‘About Me’ questionnaires, these are a live record of access requirements shared between a worker and their manager to support their ability to be successful at their job.

Often, the obligation is on the individual to provide this information. People may provide in advance of being asked their own, bespoke Access Riders they have created themselves or from previous roles, but not everyone will have the confidence to do so.

By providing these in template form and in advance to new hires, you take the responsibility off the individual to advocate for themselves and helps them to feel included and comfortable in asking for what they need.

This resource should be provided to all new starters, regardless of neurotype, as many employees may have certain preferences for any number of reasons.

Template Access Rider

click here!

Here is a template access rider. Edit the questions to make it bespoke to your particular place of work!

These questionnaires could include questions about:

Identity preferences (e.g. ‘autistic’ or ‘person with autism’).

Communication preferences (e.g. email, verbal, combination).

Work environment preferences (e.g. not next to a distracting window, use of headphones)

If they require a quiet space, scheduled movement breaks, or flexible hours.

Emergency contact information.

Travel support requirements.

How they like their tea or coffee (keep it light!)

Have you ever asked for adjustments from your employer?

Asking your hires for their individual needs helps support the 50% who have not felt able to advocate for their needs.

Advise each individual that it might not be possible to meet every preference.

Offer the option to provide their answers verbally, or to not answer at all.

Regular reviews of how well these access needs are being met, and if they have changes or evolved as the individual has become more integrated in the role, will help monitor the success of these measures.

Always gain consent from the individual about what of this information can be shared with others in the organisation, and follow GDPR rules when managing these documents.

These are particularly useful for short term contracts, of which many exist in the creative industries, as normally the nature of these prevents employers fully being able to understand and create relationships with their hires. Documents like these – which can be carried with neurodivergent individuals between roles – help remove these barriers in dynamic and ensure that they’re being heard, regardless of the length of the role.

Need advice welcoming your new team member?

Get in touch!