Neurodiverse people make up between 15 and 20 percent of the population in the UK. Neurodiverse individuals bring unique perspectives, skills, experiences, and approaches to the workplace. While terms like ‘neurodiverse,’ or conditions such as ADHD,’ or Autism,’ can be useful, the neurodiversity spectrum is very broad. It is important to remember that each person is unique and should be treated accordingly. Neurodiverse individuals are no different from neurotypical employees. Employers must take the time to learn about each employee’s strengths, development areas, and support needs.
Equal opportunities for neurodiverse workers is a business, moral and legal imperative. Many employers are struggling to retain and attract talent. Neurodiverse individuals offer employers an untapped talent pool. They often challenge the norms, and have new ways of solving problems. This leads to creativity and innovation. Diversity in all its forms is essential for success. Employers should be aware that diversity is important for success.
Rethinking employee lifecycle
As a CEO who has ADHD, I’ve seen how neurodiverse people can thrive when given the right support. Many organisations ignore neurodiverse talents, limiting them to technical roles or individual contributor positions. Employers need to rethink all aspects of the employee’s life cycle. It is important that neurodiverse individuals are recognized, supported, and provided with opportunities to grow, learn, develop, and progress. It is a myth that neurodiverse individuals cannot lead. This could not be further from truth. We make leaders who are open, honest, genuine, empathetic and straightforward.
Traditional recruitment methods can be detrimental to neurodivergent candidates when it comes time to attract neurodiverse talent. Unstructured interviews, vague job descriptions and rigid application procedures create barriers to showcasing the strengths of capable professionals. Employers can make recruitment more inclusive if they focus on the essentials, such as skills, qualities and experience, instead of a long list of requirements. Work trials and skill-based assessments could be part of your recruitment strategy. Neurodiverse candidates can perform better when they are offered reasonable adjustments. For example, sharing the interview questions beforehand. This is great for those with anxiety or just nervousness at interviews.
One size doesn’t fit all. Many people, like me, are being diagnosed in their later years of life and will experience a different experience than those diagnosed while still in school. It takes time to understand the support and resources that people need. When I speak at conferences I prefer to use fireside chats rather than scripted speeches, for example, because I navigate the intersection between ADHD and blindness. I can engage in a natural way while the interviewer asks questions.
Create environments that encourage neurodiverse employees to thrive
In order to retain, develop and progress neurodiverse workers, it is important that the workplace has a culture of inclusion and a psychologically safe atmosphere, which embraces diverse ways of working and thinking. Neurodiverse employees often struggle to find a workplace that accommodates their needs. This leads to high turnover rates and the loss of talent. Organisations should use clear, concise communication methods and well-structured, unambiguous processes to improve the experience of neurodiverse professionals. Compound information or questions in verbal communication can overwhelm. When writing, use headings and bullet points to group information. It is important that employees with different learning styles receive information in a way they can easily understand.
Flexible support and tailor-made assistance are important
Some neurodiverse individuals experience sensory overload and may therefore prefer quieter environments. Some people are more productive during certain hours of the day. A flexible approach to work hours is therefore beneficial.
Leadership pathways do not take neurodiverse people into account, and they face obstacles to their career advancement. Personalized mentorship, peer-to-peer support, and development programmes that are tailored to their needs can unlock their potential.
All begins with culture
This is only possible if employees feel respected, valued and free to be themselves. It is important that employees feel safe to make mistakes, learn from them and take risks. They should also be able express their ideas, voice concerns, and participate in the decisions that affect their work life without feeling judged.
Employers should build a culture of inclusion that will benefit neurodiverse individuals and all others. Leaders must live their organisation’s values, and model the behaviors associated with them. Neurodiverse individuals will be able to achieve success in an environment where they feel included and have the same opportunities that their neurotypical counterparts.
