Yahoo Finance What is neurodiversity and why are employers embracing it?
We all think and behave differently for a variety of reasons, from our genetic make-up to our environment and more. Although our bodies may function similarly, no two brains are exactly alike.
Neurodiversity, a phrase coined in the 1990s by Australian sociologist Judy Singer, is an umbrella term used to describe the differences between people. It’s typically used in the context of neurodevelopmental conditions such as autism, ADHD, dyspraxia, dyslexia and Tourette’s syndrome and the varying ways our brains process information.
It’s estimated that around one in seven people in the UK have some kind of neuro difference. And although it’s inaccurate to generalise individuals’ attributes, research suggests these differences are often accompanied by higher-than-average abilities and skills — including in visual thinking, attention to detail, information processing, memory and creativity.
Because of this, more businesses are making an extra effort to recruit, retain and nurture neurodivergent workers to gain a competitive edge.
“Because neurodivergent people are wired differently from their neurotypical colleagues, they can often bring new perspectives,” says Marita Hazeldene, vice president of client services at recruitment firm Cielo and an expert in diversity inclusion.
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“Many also excel in specific fields, bringing exceptional creativity, lateral thinking, and other skills to an organisation.”
One big benefit of a work culture that is inclusive of neurodiversity is that it fosters diversity of thought, different approaches to work, innovation, and creativity.
Research by Deloitte suggests that teams with neurodivergent professionals in some roles can be 30% more productive than those without them. Inclusion and integration of neurodivergent professionals can also boost team morale.
Despite this, Hazeldene adds the neurodiverse population remains a largely untapped talent pool. Some estimates put the unemployment rate among neurodivergent people as high as 80% — a particularly jarring figure considering the skills shortages affecting technology and other industries.
“Even when highly capable neurodiverse people are working, they are often underemployed,” says Hazeldene. “Businesses will have a major competitive advantage if they can accommodate an individual's needs.”
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Claire Cook is the founder of the independent school Employability Solutions, which helps vulnerable young people — many of whom are neurodiverse — get an education. According to Cook, the barriers or challenges neurodivergent people face can make them both resilient and great problem-solvers.
“These are two fundamental attributes we need within our workforce,” Cook says. “We are proud to boast a neurodiverse workforce and ensure we attract applicants by making our organisation inclusive. Everything from flexible or hybrid working models through to sensory tools and reasonable adjustments to the physical environment are considered standard practice.”
There’s no one way to make a workplace inclusive. Rather, it’s about considering the needs of each individual — and making the necessary adjustments so they can work to the best of their abilities.
How employers can support neurodiverse employees
It’s important for employers to recognise some of the challenges that people with neurodivergent conditions can face in the workplace.
Simple adjustments such as having a dark mode on screens and apps to help alleviate vision strain, or providing specialised technology to adjust for different ways of reading, can be practical ways to support employees.
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“Having quiet areas, being flexible when it comes to break times, having access to an EAP, or setting up a mentoring programme to help employees grow and succeed are also small things that can make a big difference,” says Alan Price, CEO at Bright HR.
“Likewise, online meetings can often be distracting with the potential to overwhelm. Make them more inclusive by including breaks and minimising the use of the chat function.”
Diversify the hiring process
To attract neurodiverse candidates, businesses can use inclusive job ads that avoid jargon and highlight essential skills.
“Ask candidates what accommodation they may need during the hiring process, such as adjusting the format of interview questions, changing the room’s lighting or carrying out the interview remotely,” says Hazeldene.
“During the interview phase, managers should be equipped with an understanding of neurodivergence and not judge candidates based on body language or communication differences.”
Finally, employers should take a zero-tolerance approach to discrimination, bullying or harassment.
“Introducing a standalone neuro-inclusion policy, which includes an understanding of neurodiverse conditions, removes ignorance and allows for greater compassion and care,” adds Price.
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