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5 ways to embrace neurodiversity in the workplace
9 min read | Ben Morris | Article | Recruiting | Conducting interviews
No two minds are alike.
An often-overlooked dimension of diversity, neurodiversity is an all-encompassing term for the natural variations to individual brain function that occur among the wider population. Viewing these differences through a neurodiversity lens helps us to understand how they are in fact strengths, not just at work but in all aspects of life. It means being open to different ways of working, different ways of collaborating, and thus different ways of reaching a desired outcome.
Neurodivergent individuals might typically be diagnosed with a condition like attention-deficit hyperactivity disorder (ADHD), autism or dyslexia, among many others. They may approach a variety of things in a different way to the ‘norm’, whether that’s moving, thinking, reading, interacting or processing information. It can shape the way they see and understand the world; it’s for this reason that many people see their neurodiversity as a crucial part of their identity. In fact, research has suggested that neurodivergent individuals are a powerful asset to many organisations, increasing productivity by up to 30% and unlocking diversity of thought, innovation and creativity among teams.
It’s vital that employers take steps to design a workplace that not only accommodates people with diverse thinking patterns, but recognises the value these differences bring.
At a glance: how to support neurodiversity in the workplace
Historically, some employers have expressed apprehension at hiring neurodivergent individuals – perhaps because they’re uneasy with different communication styles or are unwilling to make necessary accommodations. Many may simply have their perspective of the term ‘neurodiversity’ coloured by stereotyping or misinformation – for a long time many conditions neurodivergent people often possess, such as dyslexia, were viewed negatively and those living with them were seen as less intelligent or capable. Growing awareness and understanding has shifted this perception enormously, and with around 1 in 7 of the UK population thought to be neurodivergent, it’s clear that the time has already come to have a serious think about the benefits of neurodiversity for employers, and how ordinary HR processes could be filtering out high-quality and high-potential talent.
As I put it in my research paper “Embracing Neurodiversity” (2023): ‘Traditional recruitment tactics such as CVs, references, and interviews might be a barrier to neurominority job applicants. Consider a left-handed person attempting to use a pair of right-handed scissors; it's not impossible, but it's certainly difficult.’
With that in mind, here are just a few of the changes organisations can make to be more inclusive of neurodiversity in the workplace:
Organisations are increasingly becoming more attuned to the importance of adjusting workplace processes to create more equitable outcomes. The hiring stage, for example, is the first point of interaction for prospective applicants and employers, and will likely be where first impressions are formed. Naturally, we are all human and the temptation to make assumptions and form opinions based on these impressions can be hard to overcome.
Train hiring managers on different personality types, and alert them to the risk of drawing conclusions when someone doesn’t respond in a way they might expect. For neurodivergent individuals, social cues, such as handshakes or eye contact, can elicit reactions that deviate from expectations. Understanding this, and being careful not to jump to the wrong conclusion can go a long way in bolstering inclusivity. Harvard’s Implicit Association Test is a great tool for helping people identify their own hidden biases.
Antiquated and restrictive interview processes could be leading organisations to inadvertently filter out candidates who don’t fit a certain profile, resulting in a homogenous workforce and risking a limited approach to problem solving. In light of this, really consider the best way to assess suitability for the role.
Providing interview questions in advance could help some neurodivergent candidates feel more confident, giving them time to prepare and ensuring a clear structure and expectation for what the process consists of. Differing approaches to the traditional face-to-face interview include trial work periods, offering opportunities to demonstrate skills, and more collaborative interviews that allow candidates to meet other members of the wider team. EY, for example, has opened a Neuro-Diverse Centre of Excellence that uses three to four-day work simulations as part of its recruitment process, allowing candidates to demonstrate their abilities more widely rather than responding to specific competency-based questions.
Remember, the purpose of an interview is not to catch someone out, but to gauge as accurately as possible who possesses the skills and experience that make them most suited to the position.
Flexibility is a vital aspect of a prospective role for many people, but it can be particularly important for neurodivergent individuals. Flexibility not just when it comes to hours, but on working location, working style, or even how they choose to socialise with their team. Ultranauts – a software and data engineering firm at the vanguard of the neurodiversity movement – pride themselves on a ‘Universal Workplace’ where flexibility is the default choice. Live interactions can be conducted in a number of ways, whether that’s via video, audio, chat or transcription, and employees are able to work from wherever they choose.
To make not just neurodivergent individuals, but all staff members feel comfortable, organisations should build flexibility into their working policies and make those fully transparent from the start. A work-from-home arrangement, for example, may suit those who find the noise of a workplace stressful or distracting. Being open to different approaches to working hours can also be beneficial – some employees may prefer a flexible schedule, while others may thrive on a more predictable timetable. Accepting that not everyone may want to join in team activities outside work, meanwhile, perhaps due to introversion or a need for routine, can also make people feel seen and understood.
Neurodivergence is often seen as an ‘invisible’ difference – and is therefore likely to be open to misinterpretation. What’s more, the differing needs of neurodivergent individuals may be missed by organisations when designing workplace policies. Representing the invisible, in a visible way, can be challenging, but recognising everyone within your organisation, and making them feel included, is key.
Think about asking your neurodivergent team members how they want to be represented in your internal communications – and make them part of the ongoing progress. When defining recruitment processes and formulating policies, meanwhile, consider setting targets for neurodivergent hires, in addition to more common diversity headcounts. Microsoft and HP are just a couple of organisations who are actively doing so.
The upward, linear career trajectory that has been a traditional measure of success for many decades is not, perhaps, as universally accepted as it once was. Career paths, and the idea of professional growth, can mean very different things to different people, and this may be particularly true of neurodivergent professionals. Some may want to ascend to more senior roles, while, for others, working as a part of a team, or working independently, may be more important to their overall productivity and personal happiness.
Empower employees to grow their career as they see fit – regardless of whether they’re neurotypical or neurodivergent – by providing tailored professional pathways that recognise an individual’s priorities, goals and strengths.
To find out more about how to ensure your recruitment strategy is welcoming, positive and inclusive for all, including neurodivergent individuals, then enquire about our DE&I advisory service.
Ben Morris - Project Manager at Hays
