PwC: A bespoke neurodiversity learning programme

PwC: A bespoke neurodiversity learning programme

About PwC UK

PwC is a multinational professional services brand of firms, operating as partnerships under the PwC brand. It is the second-largest professional services network in the world and is considered one of the Big Four accounting firms.

The challenge

In 2021, PwC carried out internal research into their people’s experiences of disability and neurodiversity, which highlighted a particular lack of practical awareness of the meaning, impact, and experiences of neurodiversity, how to support neurodivergent individuals, and how to create a neuro-inclusive culture. In addition, feedback from HR teams, people managers, and colleagues highlighted challenges around:

• Fear of saying the wrong thing – inhibiting conversations about support.
• Poor awareness of needs and how to make workplace adjustments.
• Discerning access barriers from performance challenges.
• An increase in colleagues being diagnosed with neurodiverse conditions – recognising the emotional as well as practical journey this involves.

The project

PwC researched products on the market and identified the need to develop a bespoke solution for their organisation. PwC developed Great Minds (Don’t Think Alike): an entirely novel neurodiversity learning programme for people in all roles and grades across the firm.

The programme was developed with their Disability Awareness and Neurodiversity Network (DAWN), HR managers and leaders, and an external neurodiversity SME and creative design agency.

Great Minds takes a multi-asset, tailored pathway approach, which is designed to provide learners with a range of content to suit them in a bitesize and timely manner – “what I need, when I need it”. Because neurodiversity applies to all of us, PwC wanted to draw out the impact and relevance for all their people, whatever their personal experience of being neurotypical/neurodivergent, diagnosed/undiagnosed, client facing/non-client facing, in a management/leadership role, or a colleague and team member.

The programme assets’ content and format were developed to respond to their research outcomes, HR feedback, and they also wove in additional feedback and stories that they gathered from their DAWN network. The programme includes: a video, an interactive digital experience, conversational playing cards, a self-facilitated workshop, and a neurodiversity toolkit, all wrapped in scenario-based pathways to help learners identify what would be helpful to them.

PwC wanted to innovate in their approach to the content, and so took a social model approach to flip the narrative from labels to barriers and strengths. They worked with their DAWN network on a survey and short focus groups to shape this content, asking questions like: “What do you wish people knew about some of the challenges/barriers you face?”, “What do you wish people knew about your strengths?” and “What enables you to bring your best to work?” The feedback, combined with their research into external thought leadership and best practices, enabled PwC to script a powerful campaign video and our core asset: a story-led modular digital experience.

The result

The programme launched in August 2023, and has already received overwhelmingly positive feedback and is being used to drive better conversations on support. Over 3,000 employees have engaged with the programme already.

Going forward

PwC are looking at how they can leverage the training for wider impact, by integrating with other projects at the firm. Some examples include: the Coaching Team using the resources to support the 1-1 sessions they deliver, and the programme being included in our curriculum for Talent Coaches, who provide pastoral and progression support to over 2,000 of our people. They are also in the initial stages of exploring how the programme might be scaled to the global PwC network, therefore potentially benefiting over 300,000 people.

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