Neurodiversity in Workplaces: Insights into Making Workplaces More Inclusive

Introduction

There is no one ‘right’ way of thinking. Humans tend to have a range of mindsets, perspectives and thought processes through which they perceive, learn, and think. Some individuals might be a bit more different termed as ‘neurodivergent’ or ‘neurodiverse’. These differences are not ‘deficits’ but rather the diversity they showcase due to their uniqueness of their neurological development. This ‘diversity of thought’ embraces the idea that differences in the human brain are natural and can lead to meaningful and positive insights (Rudy, 2023). According to the Harvard Health Publishing, Neurodiversity is defined as the idea that people experience and interact with the world around them in different ways (Baumer & Frueh, 2021). It refers to the inherent variance in the human brain and how people process information, learn, and think. It includes conditions such as autism spectrum disorder, ADHD, dyslexia, and others. Embracing neurodiversity in the workplace entails recognizing and appreciating the distinct viewpoints and talents that neurodivergent individuals bring to the table. A neurodiverse workplace may benefit both the employer and the employees. Neurodivergent individuals may experience compounded effects of unemployment, as neurodivergent applicants are perceived as less employable (LeFevre-Levy et al., 2023). A recent report by ‘The Hindu’ revealed that nearly 2 million individuals in India are neurodivergent and are thus labelled as autistic (Akundi, 2020). According to another Deloitte survey, nearly 20% of the world is neurodiverse (Mahto et al., 2023).  Unemployment for neurodivergent adults ranges at least as high as 30-40% which is three times the rate for people with impairment, and eight times the rate for people without disabilities (Akundi,2020). These statistics give us an insight into the fact that there is a need to destigmatize the perception of unemployability attached to neurodivergent individuals when it comes to recruitment.

Benefits of Creating a Neurodivergent Workforce
Numerous well-known companies, including SAP, Microsoft, Goldman Sachs, Google, IBM, JP Morgan Chase, and Hewlett Packard Enterprise, have launched extensive initiatives to recruit and hire neurodivergent workers, citing several advantages, including improved organizational performance (Austin et al., 2017). Neurodivergent people have distinct perspectives and abilities that can boost creativity and problem-solving in the workplace. In many instances, the adjustments and challenges are feasible, and the potential rewards are enormous. By embracing neurodiversity, organisations will be able to tap into a larger talent pool, boosting their capacity to discover the appropriate applicant for the right position. But to benefit from the advantages most workplaces would need to change their employment, selection, and job development strategies to reflect a wider understanding of ability. For instance, research has argued that ADHD is characterised as ‘attentional abundance’ rather than ‘attentional deficits’ in which individuals are constantly scanning their environment for new or interesting stimuli. As a result, individuals with ADHD often experience hyperfocus, an enhanced ability to focus when it comes to stimulating and enjoyable activities. As a result, they may be especially well-suited to fast-paced workplaces. (LeFevre-Levy et al., 2023). Also, elements of traits like difficulty in social interactions or engaging in repetitive behaviours in case of an autistic individual can lead to high levels of concentration, strong attention to detail and impressive memory for factual knowledge.

Autistic individuals have higher IQ scores than the average. In an article by Harvard Business Review, it was suggested that teams with neurodivergent workers in certain positions can be 30% more effective than those without them (Austin et al., 2017). Inclusion and integration of neurodivergent workers can also improve team spirit. According to a JPMorgan Chase report, professionals in its ‘Autism at Work initiative ‘ made fewer mistakes and were 90% to 140% more productive than typical employees. It was also found that firms with inclusive environments were six times more inclined to be creative and agile (Price, 2022). These statistics infer that inclusive workplaces that appreciates diversity and enables everyone to contribute to their maximum potential results in higher employee engagement, satisfaction with work, and retention.

How do we support neurodivergent individuals?

Creating a neurodiverse workplace necessitates a commitment to recognizing and meeting the requirements of neurodivergent employees.  Despite having the statistical reports, there is still a lot of stigma associated with hiring neurologically diverse individuals. The Americans with Disability Act (ADA) guarantees autistic people equal employment opportunities, government services, transport, and access to education. According to the ADA guidelines, employers must support autistic people by making changes to the work environment and enjoy equal employment opportunities. However, neurodiversity advocacy is still at its primitive stage in India in terms of workspaces. Even though autism is one of the 21 recognised disabilities under the Rights of Persons with Disabilities Act 2016 (RPWD), this Act only provides health insurance, housing, education, and vocational training to such individuals. There is a need to make people aware and encourage companies to hire neurodivergent individuals and have provisions under such acts. EY and Fujitsu India (FI) are one of the firsts to embrace neurodiversity and recruit neurodiverse job candidates for coding positions. Also, Action for Autism and the National Centre for Autism in New Delhi educates businesses about neurodiversity and non-profits that partner with companies to train neurodivergent individuals corporate ready (Akundi, 2020).

Since there are companies who are willing to promote diversity and inclusion, they need to break down the traditional approaches of recruitment. Having solid communication skills, high emotional intelligence, networking skills and the capability to conform to the firm standards are certain criteria which screen out neurodiverse individuals. HR processes, particularly in big corporations, are designed with the objective of being universally applicable across the company. However, scalability and the aim of obtaining neurodiverse talents are at odds. Therefore, there is a need to modify these HR processes so that the organisation benefits from such individuals. The traditional approach of interviewing does not work out well for people who are not neurotypical. Autistic people frequently do not make effective eye contact, are susceptible to conversational diversions, and can be excessively honest about their shortcomings. For example, Microsoft has a specific workforce development and recruitment programmes in place to build a neurodivergent force. Its Autism Hiring Program offers a hands-on institution that focuses on skill evaluations, job abilities, networking, and overall career development.  Also, employees in neurodiversity programs, as previously stated, must be permitted to diverge from set practises or traditional approaches to work. A manager’s focus shifts from ensuring compliance through standardisation to adjusting individual work contexts.  

But before implementing strategies we first need to understand that ASD is a complex developmental condition that affects the social, sensory, and communication experience. Autism is a “spectrum” with many dimensions, and the specifics of navigating the world as an autistic individual are different for everyone. In case of ADHD, individuals might find it difficult to prioritize tasks or manage their time efficiently. Therefore, to enhance their productivity and encourage engagement, neurodiverse individuals require certain workplace accommodations.

What are these accommodations?

We have already discussed what benefits an organization might have if they recruit neurodivergent individuals. But it is even more crucial to understand these individuals’ challenges and strengths, so that we can support such employees appropriately. Most adjustments, such as changing the lighting and offering noise-cancelling headphones, reducing visual distractions are not prohibitively costly can be used to avoid auditory distractions among individuals with ASD (Addison, 2022). The aim should be to promote sensory-friendly environment. They do, however, necessitate supervisors tailoring individual job settings which might be costly. But if we provide training and resources for managers to better understand neurodiversity and how to support such individuals, it will foster inclusive workplace. There is also a struggle when it comes to understanding vague or indirect communication. Therefore, providing a clear and concise instructions can help to minimize confusion and misunderstandings. Along with giving clear instructions, it is also significant to provide accommodations for communication challenges such as providing written instructions or using visual aids for individuals struggling with verbal communication. Flexibility in work arrangements such as work from home or adjusting work hours can be beneficial for neurodivergent individuals who may need more time or a quieter environment to complete tasks. Opportunities for social support such as peer mentoring or support groups may help them come out of their comfort zones and help with social interaction and building relationships in the workplace.

Workplaces should create a culture where both neurotypical and neurodivergent people can thrive. The common considerations and the strategies discussed above for neurodivergent professionals can help alter traditional practises and make the workplace better and more inclusive for everyone. Establishing an inclusive working atmosphere where workers feel free to express themselves and at ease is critical to retaining a happy and successful workforce and keeping a positive corporate culture alive in the long run.

References

Akundi, S. (2020, March 16). Do Indian workplaces need to be more neurodiverse? The Hindu. https://www.thehindu.com/sci-tech/health/do-indian-workplaces-need-to-be-more-neurodiverse/article31083213.ece

Austin, R. D., & Pisano, G. P. (2017). Neurodiversity as a competitive advantage. Harvard Business Review, 95(3), 96-103.

Addison, E. (2022, May 4). How to truly support neurodiversity in the workplace. Everymind At Work. https://everymindatwork.com/neurodiversity-in-the-workplace/

Burg, N. (2018, June 25). Diversity And Inclusion: What’s The Difference, And How Can We Ensure Both? Forbes.

LeFevre-Levy, R., Melson-Silimon, A., Harmata, R., Hulett, A. L., & Carter, N. T. (2023). Neurodiversity in the workplace: Considering neuroatypicality as a form of diversity. Industrial and Organizational Psychology, 16(1), 1–19. https://doi.org/10.1017/iop.2022.86

Mahto, M., Hatfield, S., Sniderman, B., & Hogan, S. K. (2023, June 11). Creating support for neurodiversity in the Workplace. Deloitte Insights. https://www2.deloitte.com/us/en/insights/topics/talent/neurodiversity-in-the-workplace.html

Mph, M. T. M. (2017, April 20). A strengths-based approach to autism. Harvard Health. https://www.health.harvard.edu/blog/a-strength-focused-approach-to-autism-2017042011607

Nicole Baumer, M., & Julia Frueh, M. (2021b, November 23). What is neurodiversity?. Harvard Health. https://www.health.harvard.edu/blog/what-is-neurodiversity-202111232645#:~:text=Neurodiversity%20describes%20the%20idea%20that%20people%20experience%20and,behaving%2C%20and%20differences%20are%20not%20viewed%20as%20deficits.

Rudy, L. J. (2023, May 4). Are you neurodivergent?. Verywell Health. https://www.verywellhealth.com/neurodivergent-5216749#:~:text=The%20terms%20neurodivergent%20and%20neurodiverse%20refer%20to%20people,lead%20to%20meaningful%20and%20positive%20insights%20and%20abilities.

Price, A. (2022, October 12). Council post: Neurodiversity and the Workplace. Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2022/02/15/neurodiversity-and-the-workplace/?sh=65b4b9bd2a22