Neurodiversity is something that leaders within organisations misunderstand.
And that’s wrong.
Like diversity in gender, ethnicity and sexual identity, organisations should also embrace diversity of thought.
These days, it’s well known that diversity in an organisation is crucial to driving business growth and innovative thinking as it better reflects the broad demographic of your organisation and customer base. So, just like traditional diversity, neurodiversity provides similar benefits to an organisation as neurodivergent talent think differently and bring unique perspectives and strengths to teams, fostering innovation, problem-solving, and creativity.
Research today suggests one in five people are neurodivergent. Organisations of all shapes and sizes need to make the workplace friendly for neurodiverse employees, which is why it’s essential HR and managers alike are aware of what neurodiversity is and how to approach it.
Neurodiversity is a term used to describe the unique ways our brains work. It can be viewed as the differences in how we think, act and process information. Everyone has different capabilities within those variations. For example, employees with mild autism might have trouble communicating socially but find it less challenging to behave and interact digitally than those with ADHD. On the other hand, employees with mild ADHD have difficulty concentrating for long periods.
Organisations that prioritise inclusive practices benefit from a diverse talent pool but also cultivate environments where all employees can thrive and contribute. Organisations that ignore neurodiversity carry substantial risks like a lack of diversity of thought, low creativity and problem-solving skills, and potentially serious issues like discrimination claims.
Here are some easy ways to make adjustments to support the needs of neurodiverse people so that they can reach their full potential and bring their unique and diverse thinking to your organisation.
First, managers must get to know the individual and their uniqueness to understand their challenges and limitations.
Communication adjustments are also something managers will need to grasp upfront, so whether that’s in written, verbal or visual form, managers need to be aware of how they are communicating with neurodivergent employees.
Often, people with ADHD have trouble verbally comprehending concepts, especially when managers talk over long periods. Managers should provide written notes or instructions so employees can digest the instructions at their own pace.
Also, autistic people are quite literal, so they might have trouble picking up on sarcasm, metaphors or hypothetical jokes and scenarios. Ask managers to keep in mind the phrases they use so these employees don’t go down an anxiety rabbit hole trying to understand what the manager meant after giving a throwaway sarcastic comment.
A poorly written job advert or a messy application process can often turn people off from applying. Check job adverts for bias, and use inclusive language that welcomes neurodivergent thinkers to your organisation.
Environmental factors are a significant day-to-day consideration for neurodivergent people. So consider including descriptions of what their working environment will look like in job applications. Think of noise, busy or quiet thoroughfares, low or harsh lighting and air quality.
During the interview process, create an environment free from sensory distractions. Allow extra time for responses and be open to various communication methods, including written answers. From the outset, outline the interview structure and provide questions in advance to reduce anxiety and help neurodiverse candidates prepare.
It’s important to make reasonable adjustments to accommodate neurodivergent thinkers.
In Australia, employees can request reasonable adjustments to their work conditions under the Disability Discrimination Act 1992. It’s common for neurodivergent employees to request adjustments from things like meeting times or working hours that suit their medication or sleep cycle to noise-cancelling headphones, dedicated desk areas or irregular break times.
Loud, bright and busy open-plan offices are a big issue for neurodivergent people, as a bad environment can be a real assault on their senses.
So consider making slight changes to your organisation's work environment to help neurodivergent people become more productive by creating workspaces with softer or lower lighting, introduce sound-proof booths or quiet workspaces to reduce a sensory overload.
As a good rule of thumb, it’s best not to assume the needs of a neurodivergent person, even if you have other neurodivergent people in your organisation. Instead, ask them what they need to succeed and be flexible.
Whether we like it or not, there will be exclusion at times and those employees may feel more excluded when their symptoms are not fully understood. So, raising awareness about neurodiversity at your next meeting with management is important so that it’s something you celebrate rather than denigrate and attract and retain more neurodiverse talent.