Supporting Neurodiversity in the Workplace

The concept of neurodiversity isn’t new, but it’s been gaining mainstream traction in recent years. In 1998, Australian sociologist Judy Singer coined the term “neurodiversity” to recognise that everyone’s brain develops uniquely. Neurodiversity refers to diversity in the human brain and cognition, such as sociability, learning, attention and other mental functions. Neurodiverse conditions include attention-deficit hyperactivity disorder, autism and dyslexia.

An estimated 15%-20% of the global population is neurodiverse, according to the British Medical Bulletin. However, neurodiverse workers are often overlooked in the employment landscape. In fact, just 29% of autistic adults are currently employed, according to the Office for National Statistics. Alongside delivering diversity, equity, inclusion and belonging (DEI&B) efforts, employing neurodiverse teams carries a variety of benefits, including fresh, unique perspectives and out-ofthe-box problem-solving. The following tips can help organisations support neurodiversity in the workplace:

• Review recruitment processes. The hiring process sets the tone with candidates, and inclusive practices can make a good first impression. As a result, employers’ recruitment strategies should be as accessible as possible. For instance, job postings must be specific and skills-based, as generic requirements such as “excellent communication skills” can deter qualified individuals from applying. Once candidates reach the interview stage, accommodations (eg taking breaks) should be permitted where appropriate.

• Offer flexible working options. Remote work models can give employees the flexibility to work in a comfortable environment they have control over. Alternatively, employers could utilise flexible working hours, modified workspaces (eg collaborative areas and quiet spaces) and other accommodations (eg noise-cancelling headphones).

• Leverage mentorship. Assigning mentors to neurodivergent workers may help them feel supported and understood. Employers could implement formal mentorship programmes to help all employees professionally grow and succeed.

• Train managers. While DEI&B efforts start at the top, managers must receive ongoing training and development opportunities to better engage and support employees. In particular, managers could work with neurodivergent employees to help them identify their strengths and help them maximise their contributions, just as they should do with all direct reports.

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