Neurodivergent people think, learn, process information and behave in a diverse manner. This means they can bring unique talents to business, most often high competency in mathematical and technical tasks, greater productivity and creativity. You could argue that neurodiverse colleagues give businesses a competitive advantage.
So far so good, but employers need to recognise that hiring neurodiverse individuals, including them fully and ensuring their organisation’s culture is welcoming and supportive isn’t always quite so straightforward.
However, with planning, thought and care, neurodiverse colleagues can thrive while enriching their workplace.
What is neurodiversity?
Neurodiversity or diversity of mind is a difference in how the brain interprets and processes information therefore giving a different perspective. Neurodivergence can be seen in a range of conditions including Dyslexia, Dyspraxia, Dyscalculia, ADHD and autism. All are protected characteristics and, therefore, employers have a legal obligation to make workplace adjustments to help integrate neurodivergent colleagues and support their needs.
One in five people thinks differently but employers are only just starting to get to grips with that this means in the workplace. Different thinkers are often mistakenly perceived as less able, but nothing could be further from the truth. In fact, neurodiversity in the workplace can be a huge asset – provided individuals are well-matched to their work, integrated fully and supported. Everyone is an individual with different traits and skills but most often neurodivergent people bring the following workplace skills.
- Dyslexic minds have a talent for lateral thinking and problem solving. They are often entrepreneurial and communicate effectively
- Dyscalculia usually manifests as skill interpreting numbers through shapes, charts and illustrations. Individuals are often creative thinkers and good communicators.
- ADHD often enables people to think laterally and channel their energy into sharing new ideas and creative solutions
- People with autism think logically in ‘straight lines’ and pay close attention to detail while also recognising patterns in data and finding solutions in systems.
- Dyspraxia enables people to process information in different ways making them excellent problem solvers and creative strategists.
Hiring diverse individuals
Finding neurodivergent colleagues can be tricky if you simply use a ‘traditional’ job advert, application and interview process as elements can exclude people or see them fall at the first hurdle.
A few things to consider in order to be inclusive and welcoming are: having a very clear application form that doesn’t ‘time out’ online; openly welcome neurodiverse individuals and state you can accommodate reasonable adjustments to support them; be very clear what the application and interview process will involve so there are no ‘surprises’.
Once someone reaches the interview stage, be specific in how you’re assessing them. For example, if presentation skills aren’t needed in the job they’re applying for, don’t mark them down if they don’t make eye contact or present well. Beware of ‘generic screening’ – such as writing tasks, situational solving or complex scenarios – which neurodiverse people may find harder to process.
At the interview stage, ask one question at a time and avoid using irony, sarcasm, dark humour or hypothetical references as many neurodiverse people think ‘literally’ and can’t process these more subtle approaches.
Including neurodivergent colleagues
Understanding neurodiversity is the first step to creating an inclusive environment and creating roles specific to that individual’s strengths. As an employer, you do not need to be an expert in all areas of neurodiversity. Instead, you need to be proactive in offering help, making any adjustments and checking in with your neurodiverse colleagues. Ask them directly what support they need and how you can help to avoid any problems further down the track.
It is likely you will need to invest time and resources into appointing, retaining and supporting neurodiverse individuals and these strategies often prove helpful.
- Be flexible to accommodate their needs at work
- Ask what assistive technology could help them process documents
- Allocate a quieter workstation to avoid over-stimulation of their mind
- Allow them to use visual aids when explaining concepts – such as whiteboards, flip charts and sticky notes
- Encourage people to move about in meetings if that helps them express themselves better and release restlessness
- Allow the use of graphs, charts and diagrams – rather than long chunks of writing – in reports and updates
Settling people in
It’s imperative to provide basic awareness training for your entire workforce to help them understand their neurodivergent colleagues. Particularly important to train are their immediate supervisors and line managers whose knowledge will help them appreciate how they might be feeling and what they may need.
As well as helping people settle in, a workforce that understands neurodiversity can really play to the colleagues’ strengths including: problem solving, applying logical and visual thinking, processing data and information quickly, paying great attention to detail, concentrating deeply and showing diligence in repetitive tasks.
It’s important that colleagues use clear, concise language and avoid using humour, irony or acronyms as many neurodiverse people find those difficult to understand and process. It’s advisable to explain any ‘unwritten rules’ of the workplace such as dress code, traditions and refreshment breaks. If possible, assign a buddy to your new neurodivergent colleague in the early days to help them find their feet and start to integrate.
Accepting neurodivergence is just as important as accepting someone’s sexual orientation, age, disability, race and ethnicity. Embracing their differences and ensuring they have the opportunities to put their unique skills to good use will help them enjoy a fulfilling job while enriching and enhancing your business.
Paul Sesay is the Founder and CEO of Inclusive Companies, the National Diversity Awards, the Inclusive Top 50 UK Employers List, Inclusive Awards and D&I recruitment company Precedent Group. Paul’s business acumen has mainly been with a social focus. With over 18 years’ experience, Paul is a leading figure across the Diversity, Equality and Inclusion sector, having worked with some of the largest organisations in the world on their D&I profiles.
Passionate about inclusion, Paul works holistically with diverse communities across the UK, encouraging and supporting individuals and groups from various backgrounds to achieve, empowering disadvantaged groups across the nation.