Navigating neurodiversity in the workplace
As organizations continue to ramp their DEI programs, they must also recognize and account for differences in cognitive functioning.
Societal and economic events of 2020 accelerated diversity, equity & inclusion (DEI) initiatives across the U.S., demanding organizations to implement new or reexamine current programs. Diversity is frequently thought of in terms of solely gender or race, but a key demographic almost always gets overlooked – neuro-diverse workers.
Related: What employers need to know about neurodiversity benefits
As organizations continue to ramp their DEI programs, they must also learn to recognize and account for differences in cognitive functioning. Neuro-diverse (ND) individuals offer an opportunity for companies to tap into a talent pool that is pivotal in achieving optimal success and driving tangible change.
Defining neurodiversity
Weaving ND into DEI strategies begins with getting a firm grasp on the concept. Neurodiversity is broadly defined as a variation in the human brain, referring to certain developmental disorders caused by these variants. Developmental and neurological differences such as OCD, Autism, ADHD, and Dyslexia all fall under the neuro-divergent umbrella. Up to 20% of the population can be classified within the neuro-minority, with prevalence only increasing. Diagnoses of Autism in American children, for instance, stood at 1 in 125 in 2010, elevating to 1 in 54 children by 2020. In the UK, only 21.7% of adults with Autism are in some form of paid employment.
Despite this ubiquity, many people are unaware of just how many neuro-diverse individuals there are; many symptoms or traits of these differences may go undiagnosed and many may be veiled, such as people with Dyslexia. You cannot tell at first glance these individuals struggle with reading comprehension, but they face this challenge silently every day.
To truly understand neurodiversity, predispositions must be pushed aside to experience the value these individuals can bring to the workplace.
A critical key to your DEI strategy
Diversity and inclusion breed innovation – whether in the context of gender, race, sexual orientation, or cognitive functioning. The melding of a variety of backgrounds fuels unique perspectives and ideas to manifest, coming together to pave new paths and increase efficiency. The very definition of ND – diversity of thinking styles and abilities – is especially important for innovative decision-making.
Hiring more neurodivergent individuals is one competitive advantage many companies have been missing. People on the spectrum often have a propensity to think outside the box and can be extremely creative. Their tendency to operate in a black and white manner lends itself to detail-oriented roles. For example, many ND individuals excel at jobs that require traits and skills that correlate with pattern recognition, strong attention to detail, and a direct and succinct communication style – such as computer programming and quality assurance.
But it is also important to remember it is not one size fits all. There are many autistic and neuro-diverse workers who excel outside of these “typical” career paths in fields such as marketing, human resources, customer service, and sales.
Actions speak louder than words
Numerous organizations are unaware of how many neuro-diverse employees they have. Yet many ND individuals are afraid to disclose their status with the fear that others will think less of them, or opportunities for advancement will decrease. From fostering inclusion for those already within an organization, to recruiting and expanding into new talent pools, here are three steps organizations can take now to embrace neurodiversity:
1. Adjust the interview process.
Normative interviewing tips, such as “have a firm handshake” or “make direct eye contact” don’t typically translate to the neuro-divergent sector. To encourage and cultivate neuro-diverse talent, use a skills-based interview process to explore the benefits these candidates can bring to the organization. For example, if the job requires code writing, have the applicant parse Excel spreadsheets for patterns or design a system to manage orders from customers.
It is also crucial to give neuro-diverse applicants adequate time and resources to properly prepare. Providing interview questions a few days in advance and clearly elaborating information about the interview – such as directions, the procedure for arriving at the interview location, a timetable of events, details of who will be conducting the interview, and a quiet place for the applicant to wait – will equip candidates with the tools needed to successfully showcase their talent. These simple modifications can also benefit neuro-typical candidates. And, once an offer is made and accepted, it’s a good idea to continue to clearly communicate specific needs with colleagues, define and communicate company policies and dress codes to put people at ease.
2. Expand throughout the enterprise.
Diversity and inclusion must be an enterprise-wide initiative, and it starts from the top down with upper-level leadership. Neurodiversity should be viewed and handled in the same manner as many employees, full-time and contingent, are impacted by this. Open the conversation across the organization so that all employees are not only aware of these initiatives, they are also involved. Companywide, or team specific trainings should be given regularly, especially for those working directly with individuals who have neuro-diverse needs. For managers and coworkers, awareness training can help to understand their colleagues and to know how to better support them. Supervisors especially must be trained on effective communication strategies so that they can successfully manage, support and lead their teams.
Providing these accommodations for neuro-diverse workers – as well as the parents of neuro-diverse children who also have specific workplace needs – instills a great sense of appreciation and loyalty to your organization, fostering motivation and adding intangible value. Understanding these differing needs is at the root of establishing an inclusive culture to ultimately empower everyone in their position.
3. Inclusion never sleeps.
Increasing neurodiversity in the workplace should not be viewed as a box to check. To hire and subsequently retain these workers, the process doesn’t stop after onboarding. Proper accommodations must be upheld as they would be for any employee. Take for instance a worker who has a bad neck and needs a computer stand to bring his or her monitor above eye level. This same approach should be taken to serve those with neuro-diverse needs. This can be done by offering frequent breaks, or continually organizing social gatherings in settings to foster inclusivity. Noise-canceling headphones or dim lighting are also tools that may help Autistic employees assimilate and excel in their roles.
Assigning a co-worker who has been previously prepared as a sponsor or mentor during orientation can also be an effective way to teach an employee with Autism how the social framework operates as well as helping them to boost their social skills. Organizations must provide the resources and continued training ND individuals to drive success and ensure they are operating at their optimal potential.
Upholding DEI standards
Diversity and inclusion were center stage in 2020 and will continue to hold the spotlight as we move towards a better future. While intricate in its complexities, implementing a robust DEI strategy doesn’t have to be overcomplicated. When organizations expand their definition of diversity to include neurodiverse workers, they can achieve a more creative, talented, and loyal workforce.
William T. Rolack, Sr. is vice president of diversity and inclusion at Workforce Logiq. William has extensive experience helping companies achieve their business goals by leveraging diversity and inclusion initiatives. He currently leads the internal diversity and inclusion strategy at Workforce Logiq and advises clients on how to improve their own diverse workforce and human capital management strategies.
Monique Gonggrijp-Bello is the general counsel at Workforce Logiq, overseeing all legal and compliance matters globally. Prior to Workforce Logiq, she was Senior Corporate Counsel at Intercontinental Exchange (owner of NYSE) where she was heavily involved in complex commercial negotiations as well as with Data Protection; and also served as EMEA Corporate Council at IDC. She is fluent in Spanish, Italian, and English – and has a second full-time position as the mother of 3 young boys and an active charity fundraiser and promoter of equal opportunities for youngsters with special needs, with a particular interest in Autism Exchange.
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