In the quest for diversity, equity, and inclusion, there’s one underrepresented group that your organization may be overlooking: the neurodiverse population. Approximately 20% of the population has some form of neurodiversity. However, as of 2018, only 29% of neurodiverse people in the US were employed, regardless of level of education. This gap represents a tremendous opportunity for companies to expand DE&I efforts and realize the “superpower” hiding right in plain sight.
Coined by Australian sociologist Judy Singer, “neurodiversity” promotes the equality and inclusion of “neurological minorities.” While the term is frequently used in the context of autism spectrum disorder, it also includes a wide range of diverse neurological or developmental conditions, such as dyslexia, attention-deficit/hyperactivity disorder (ADHD), and obsessive-compulsive disorder (OCD).
Neurodiversity challenges the assumption that there are a limited number of correct ways for the human brain to process information. Advocates for including neurodiverse people seek to advance the idea that there is no single “right” way to see, feel, or experience the world. Neurodiverse people simply have differences in genes and gene expression that result in alternate brain structure and function.
Given the opportunity, neurodiverse people can be a tremendous boon to organizations everywhere. For example, JP Morgan Chase’s “Autism at Work” participants are 48% faster and up to 92% more productive than their peers. Other organizations such as SAP, Bank of America, and Microsoft have implemented similar programs; many participate in a leadership collective called the “Neurodiversity @ Work Roundtable” to discuss hiring programs for this underrepresented group.
Improving opportunities for neurodiverse people across your organization may be more complicated than other DE&I efforts. For one thing, neurodiversity crosses gender, race, age, and ethnicity, affecting everyone across all populations. While some of those underrepresented groups may be included in DE&I efforts, others may not, and it’s not always possible to recognize neurodiversity from the outside. Not only can certain forms of neurodiversity be mild or undiagnosed, but in many cases, neurodiverse people learn masking or coping mechanisms to help them function in a neurotypical world. And finally, because neurodiversity falls under the category of a health condition, applicants and employees are under no obligation to disclose their unique circumstances.
Given those realities, organizations can still take some steps to improve opportunities and working conditions for neurodiverse people.
The neurotypical world is full of words and phrases that indicate a bias toward certain ways of functioning. Sometimes we don’t even realize how ingrained these words are; the same people who would never use racial slurs regularly drop words like “idiot” and “stupid” into the conversation. Likewise, it’s common for many people who do not have ADHD or OCD to excuse behavioral quirks by saying something like, “I like to have a clean desk because I’m a little OCD,” or “I’m having so much ADHD today - I just can’t focus.” While typically well-meaning, these comments can trivialize the real struggles neurodiverse employees have to work through. Try to initiate a shift toward more inclusive language that avoids slurring or minimizing different ways of thinking.
Just as the modern office is equipped with ramps and elevators to make the environment accessible to people with physical challenges, it should also be fitted to accommodate neurological differences. These changes don’t have to be expensive; providing quiet spaces for those with sensory input issues, noise-canceling headphones, or fidget toys for those who need to move more often can be very helpful. Many neurodiverse people thrive in a remote roles, and flexible hours can be a lifesaver to individuals who may need uninterrupted time outside of regular working hours. If you know of neurodiverse employees, ask what accommodations would help improve their work experiences. Every person has a different set of needs, and your employee likely knows what would help them perform at their best.
While clear communication is always a good idea, for the neurodiverse population, it can mean the difference between success and failure in a job setting. Many neurodiverse people thrive with unambiguous instructions broken down into easy-to-follow steps. Others can get bogged down and overwhelmed by details unless they understand the big picture. It’s essential to train managers to adjust their communication style with their neurodiverse team members. Understand that the neurodiverse may not process body language the same way as the neurotypical. They often miss social cues that seem apparent to other people, so don’t depend on it to help you communicate.
Employee Resource Groups (ERG) or private chat channels on Teams or Slack can build community and camaraderie across teams and create a safe space for neurodiverse individuals to share challenges, tips, and resources with people who understand how they think. For some neurodiverse individuals, being on a team with primarily neurotypical people can feel isolating. Having connections across the organization will boost engagement and retention while allowing for peer-to-peer learning. Some organizations, like Microsoft, provide individual and group coaching to neurodiverse employees to help them navigate the workplace more successfully.
Standard hiring practices are geared toward a neurotypical workforce and can unintentionally screen out neurodiverse candidates. For example, many individuals on the autism spectrum dislike eye contact, and hiring managers conducting interviews tend to view this poorly even though the ability to maintain eye contact has little to do with the role the candidate is applying for. Training managers to recognize signs of neurodiversity and helping them understand the strengths of neurodiverse talent can be an effective approach to designing a more inclusive hiring process. Your organization may choose to create a neurodiverse hiring initiative with nontraditional interviews intended to observe and assess a candidate’s skills.
While candidates are under no obligation to disclose their neurodiversity, make it clear in your hiring process that neurodiversity is welcome in your organization. When candidates do disclose neurodiversity, try to accommodate their needs. These accommodations may be as simple as meeting them at the door, interviewing in a quiet setting, or offering a coach for the onboarding process. Practices like this are beneficial to all candidates and could be incorporated into overall hiring practices.
Giving neurodiverse employees an opportunity to craft a role that incorporates their unique functions may be one of the best ways to improve inclusivity and promote innovation in your organization. Neurodiversity, by definition, is a different, divergent way of thinking, and these employees tend to be out-of-the-box thinkers and innovators who spot patterns faster or notice details that others miss. Given the freedom to design their role, neurodiverse individuals tend to develop creative approaches that benefit the whole team. By allowing these forms of thinking and processing to flourish, there’s no telling what kind of productivity or improvements may be unleashed across the company.
Some neurodiverse people can be up to 140% more productive than neurotypical people when properly accommodated. Companies ignore these hidden superpowers at their peril in a world with a persistent talent shortage. By including neurodiversity in your DE&I efforts, you’ll be improving opportunities for an underrepresented group and driving company success at the same time.