ALERT: Jobseekers are being fraudulently contacted by scammers. Click here for more details.
Embracing neurodiversity in the workplace
9 min read | Harry Gooding | Article | DE&I | People and culture
No two minds are alike.
Historically, neurodivergent individuals tended to be viewed by society in a negative light, but as our understanding of these conditions has improved massively over the past two decades, thankfully, so have many of the stereotypes and outlooks. Medical professionals have come to realise that, with the right accommodations and reasonable adjustments, neurodivergent people can thrive to an exceptional scale.
With around 15%-20% of the population estimated to be neurodivergent, according to Genius Within, 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 – or they could risk missing out on outstanding professionals from this large talent pool.
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 therefore different ways of reaching a desired outcome.
Neurodivergent individuals might 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.
Interestingly, research has shown that while neurodivergent people can struggle with things that neurotypical people often don’t, their brains can possess unique strengths. Some of these include advantages around processing information, productivity, quality of work, attention to detail, and dependability. 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. Fantastic on paper, but how does that work out for individuals seeking jobs? Not always so well.
Historically, individuals that seem ‘different’ to the norm during the hiring process have been rejected, even if their skills fit the bill, and many have even lost jobs due to a lack of understanding. Thanks to ongoing research and increased awareness around neurodiversity, society realises this is discrimination and many employers are now reaping the benefits of a neurodiverse workforce.
By making a few adjustments, employers can make a real difference to neurodivergent employees – both prospective and current – helping to reduce discrimination and foster an environment where everyone can reach their full potential. Here are some changes that 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.
Archaic 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, allowing 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 launched its first Neuro-Diverse Centre of Excellence in the UK, following its success in the US. This initiative allows applicants to choose their preferred method of communication and participate in a five-day 'superweek' where they learn more about the company and EY can assess their skills.
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, can help to create a happy, productive and successful workforce – ultimately benefitting employers and employees alike.
At Skills and Learning, we support employers in overcoming their skills shortages by placing undiscovered and diverse talent into organisations. If you want to tap into the potential of a neurodiverse workforce, get in touch with our experts today.
Harry Gooding, Director, Hays Skills & Learning
Harry is part of Hays Skills & Learning, a new business in the Hays portfolio, supporting our customer network to develop skills development programmes that open up employment opportunities to ‘undiscovered talent’ communities. After beginning his career in recruitment, he then worked in VC backed start-ups and scale-ups for six years across two different portfolios before joining Hays.
