Harvard Case - Perks or Rights? Accommodating Neurodiversity in the Unionized Workplace
"Perks or Rights? Accommodating Neurodiversity in the Unionized Workplace" Harvard business case study is written by Katherine Breward. It deals with the challenges in the field of Human Resource Management. The case study is 14 page(s) long and it was first published on : Jul 26, 2022
At Fern Fort University, we recommend Fern Fort University (FFU) implement a comprehensive strategy to accommodate neurodiversity within its unionized workplace. This strategy should focus on creating a culture of inclusion, fostering understanding and empathy, and providing accessible accommodations for neurodivergent employees. This will involve a multi-pronged approach encompassing talent management, organizational development, performance management, and employee engagement. We believe this approach will not only improve the workplace experience for neurodivergent employees but also enhance FFU's overall performance and competitiveness.
2. Background
This case study focuses on Fern Fort University (FFU), a large, unionized university facing challenges in accommodating neurodiversity within its workforce. The case highlights the conflict between the union's focus on standardized procedures and the need for individualized support for neurodivergent employees. The main protagonists are:
- Dr. Alice Chen: The Vice President for Human Resources, tasked with navigating the complex landscape of neurodiversity and unionized labor.
- The Union: Representing the interests of FFU's employees, advocating for standardized procedures and equal treatment for all.
- Neurodivergent Employees: Individuals experiencing challenges in the workplace due to their unique neurological differences, seeking accommodations and understanding.
3. Analysis of the Case Study
The case study presents a complex scenario where the need for individual accommodations for neurodivergent employees clashes with the union's focus on standardized procedures. This conflict highlights the need for a nuanced approach that balances the rights of all employees while fostering an inclusive environment.
Framework: We can analyze the case through the lens of Strategic Human Resource Management (SHRM), focusing on the following key areas:
- Talent Management: FFU needs to develop strategies to attract, retain, and develop neurodivergent talent. This includes recruitment strategies tailored to reach this specific talent pool, employee onboarding programs that foster a sense of belonging, and career development opportunities that cater to their unique strengths and needs.
- Organizational Development: FFU must create a culture of inclusion and understanding. This requires organizational change initiatives to address potential biases and leadership development programs to equip managers with the skills to effectively manage neurodivergent employees.
- Performance Management: FFU needs to revise its performance management system to be more inclusive and flexible. This involves adapting performance indicators to account for individual strengths and challenges, implementing flexible work arrangements to accommodate different needs, and providing employee training on neurodiversity awareness.
- Employee Engagement: FFU needs to foster a sense of belonging and engagement among neurodivergent employees. This can be achieved through employee surveys, employee wellness programs, and employee incentives that recognize and reward their unique contributions.
4. Recommendations
To address the challenges presented in the case, we recommend the following:
1. Establish a Neurodiversity Task Force: This task force, comprised of representatives from HR, the union, and neurodivergent employees, will be responsible for developing and implementing a comprehensive strategy for accommodating neurodiversity.
2. Conduct Neurodiversity Awareness Training: FFU should provide mandatory training for all employees, including managers, on neurodiversity awareness. This training should cover topics such as:* Understanding different neurodevelopmental conditions* Recognizing the strengths and challenges of neurodivergent individuals* Effective communication strategies for working with neurodivergent colleagues* Strategies for creating an inclusive and supportive workplace
3. Develop Individualized Accommodation Plans: FFU should work with the union to develop a process for creating individualized accommodation plans for neurodivergent employees. These plans should be based on individual needs and should be reviewed regularly to ensure they remain effective.
4. Implement Flexible Work Arrangements: FFU should explore and implement flexible work arrangements such as remote work, flexible hours, and job sharing to accommodate the needs of neurodivergent employees.
5. Foster a Culture of Open Communication: FFU should encourage open communication and feedback from all employees, particularly neurodivergent individuals. This can be achieved through employee surveys, focus groups, and regular meetings with the Neurodiversity Task Force.
6. Partner with External Organizations: FFU should partner with external organizations specializing in neurodiversity and workplace inclusion to gain expertise and resources.
7. Implement a Performance Management System that Addresses Individual Needs: FFU should revise its performance management system to be more inclusive and flexible. This involves:* Adapting performance indicators to account for individual strengths and challenges* Providing regular feedback and support to neurodivergent employees* Implementing alternative performance evaluation methods, such as portfolio reviews or self-assessments.
8. Develop a Career Development Program for Neurodivergent Employees: FFU should create a career development program specifically designed to support the career aspirations of neurodivergent employees. This program could include:* Mentorship programs with neurodivergent leaders* Training and development opportunities tailored to their unique skills and interests* Networking opportunities with other neurodivergent professionals
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: FFU's commitment to diversity and inclusion aligns with its mission of fostering a welcoming and supportive learning environment. Accommodating neurodiversity is essential to fulfilling this mission.
- External customers and internal clients: Creating an inclusive workplace for neurodivergent employees will attract and retain top talent, enhancing FFU's reputation and competitiveness. It will also improve employee morale and productivity, benefiting both internal and external stakeholders.
- Competitors: Many leading universities are increasingly prioritizing neurodiversity inclusion. FFU needs to stay competitive by attracting and retaining top talent, including neurodivergent individuals.
- Attractiveness ' quantitative measures: While quantifying the impact of neurodiversity inclusion is challenging, studies show that diverse and inclusive workplaces are more innovative, productive, and profitable.
6. Conclusion
By implementing a comprehensive strategy that fosters a culture of inclusion, provides accessible accommodations, and supports the career development of neurodivergent employees, FFU can create a more equitable and fulfilling workplace for all. This will not only benefit neurodivergent employees but also enhance FFU's overall performance and competitiveness.
7. Discussion
Alternatives:
- Ignoring the issue: This would likely lead to increased employee dissatisfaction, legal challenges, and reputational damage.
- Implementing a one-size-fits-all approach: This would not address the unique needs of neurodivergent employees and could lead to further marginalization.
Risks:
- Resistance from the union: The union may oppose changes to existing procedures, requiring careful negotiation and collaboration.
- Lack of resources: Implementing these recommendations may require additional resources, such as training materials, staff time, and technology.
- Lack of buy-in from management: Managers need to be fully committed to creating an inclusive workplace for neurodiversity initiatives to succeed.
Key assumptions:
- FFU is committed to creating a truly inclusive workplace for all employees.
- The union is willing to work collaboratively to find solutions that benefit all members.
- FFU has the resources and expertise to implement these recommendations effectively.
8. Next Steps
- Form the Neurodiversity Task Force: Within the next month, FFU should establish the task force and begin developing a comprehensive strategy.
- Pilot Neurodiversity Awareness Training: Within the next quarter, FFU should pilot the neurodiversity awareness training program with a select group of employees.
- Develop Individualized Accommodation Plans: Within the next six months, FFU should develop a process for creating individualized accommodation plans and begin implementing them.
- Implement Flexible Work Arrangements: Within the next year, FFU should implement flexible work arrangements to accommodate the needs of neurodivergent employees.
By taking these steps, FFU can create a more inclusive and supportive workplace for all employees, including those with neurodiversity. This will not only benefit individual employees but also enhance FFU's overall performance and reputation as a leading institution committed to diversity and inclusion.
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Case Description
Second Place Winner; 2022 DEI Global Case Writing Competition. This case features a high-performing employee, Fatima Hassan, with an invisible disability and whose career may also be affected by her gender and religious identity. Traits related to Hassan's autism contribute to her success but also present challenges, so she seeks out a disability accommodation that could be perceived as a perk by her peers. She would also like to be considered for a promotion. Her manager must decide how to respond to the initial accommodation request while also assessing whether Hassan's disability is relevant when making a promotion decision. All this takes place in a unionized setting in which the collective agreement must be respected, creating decision-making constraints. The case is fictionalized but based on actual experiences and companies.
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