HR and business leaders have long been striving to diversify workforces, but still neurodiversity has remained somewhat under-represented and under-supported in the world of work.
Even in 2022, after many social movements and raising of awareness, there is still some way to go in ensuring everybody is offered equal opportunities at work: those who are neurodiverse are frequently left behind.
To clarify the definition, neurodiversity refers to differences in the human brain relating to emotions, learning, mood, attention and development and includes conditions like autism, ADHD, dyslexia, dyscalculia and dyspraxia.
More than 1 per cent of us are on the autistic spectrum and 10 per cent of us are dyslexic, 10 per cent are dyspraxic and the prevalence of ADHD in the adult population is thought to be between 3 per cent and 4 per cent which totals a considerable percentage of the working population, but these often talented individuals are still struggling to get good jobs.
Over 80 per cent of autistic adults are unemployed and 28 per cent of long-term unemployed are dyslexic. However, those who are neurodiverse bring with them a huge range of unique skills that businesses should be looking to invest in.
Not only does it give a real boost to the career prospects of those who are neurodiverse, but increasing diversity, neurodiversity and inclusion in the workplace can have a hugely positive impact on workplace culture and ultimately on the bottom line.
For example, within the tech industry, neurodivergent individuals can bring specific and rarer skills to a role. If companies want their employees to be the most productive that they can be, they should consider the benefit of hiring those with a range of diverse brains to capitalise on some of these skills.
Chris Quickfall is the founder and CEO of digital neurodiversity assessment and training provider Cognassist, offering the only NCFE accredited qualification in neurodiversity.
Founded in Newcastle upon Tyne, following Chris’ own experiences growing up with dyslexia, Cognassist works with over 100 organisations including Holland & Barrett, the YMCA and Lincoln College to help individuals identify hidden learning needs and “arm them with the tools they need to reach their full potential”.
Chris says that he is “on a mission” to champion neurodiversity and ensure that no learner is left behind, supporting over 100,000 people since founding the company.
Chris explained: “People often worry about hidden biases and about being judged on the perception that they have a ‘disability’ or need additional support with certain tasks. To combat this, employers should create an environment of openness from the very beginning.
“This can start by having conversations about how best to work with others who think and learn differently. The reality is, we all think and learn differently and we should be talking to our colleagues about our individual preferences. These important conversations need to run through the employment process into onboarding and retention.
“For example, a manager could have an honest conversation with a new team member in which they openly share their issues with the executive function. This could involve asking them to ensure meetings or Zoom calls are always kept concise and agendas are shared in advance, as they struggle with maintaining concentration.”
“By building a culture where existing employees start this conversation openly, we can help to normalise the idea that everybody works, thinks and learns differently.”
Technology is currently considered the best route to increasing HR’s focus on neurodiversity. There exists the capability and tools for mapping brain profiles and understanding areas of both strength and weakness.
Being able to identify how people’s brains work could assist in improving diversity in hiring: if people are required to take a cognitive assessment as part of the onboarding process, it becomes easier to see cognitive differences and apply those diversities to roles and teams.
This leads to a more open and inclusive workplace culture overall, but would also ensure employers and employees are better armed with the tools they need to work effectively, improve support structures and reach their full potential together.
Six ways to be inclusive with neurodiverse workers
In order to better understand what businesses can do to support a neurodiverse workforce, I spoke with Thom Dennis, CEO of culture change consultancy Serenity in Leadership, who believes we are too slow at recognising neurodiverse talent.
But while he lamented the progress at which the business world is embracing a neurodiverse workforce, he offered a comprehensive list of ways in which businesses can be more inclusive with their neurodiverse workers:
Avoid labelling: As humans, we favour those who fit our ‘normal’ profile, labelling those who don’t as ‘different’ which can lead to individuals being excluded or treated unfairly. This belief must be consciously challenged. Keep intersectionality in mind to broaden your perspective. For example, someone with dyslexia will also have a variety of other identities and skills. They may be a great artist, a mother to three and a talented communicator.
Recognise that neurodiverse applicants are premium candidates who should be empowered rather than being offered a position as some sort of symbolic goodwill gesture: Implement neuro-inclusive recruitment efforts to offer prospects for people who might otherwise be neglected or overlooked. Check for unconscious bias toward identikit employees and look for people who bring something new to your team.
Create a neurodiversity support toolkit and clearly state who to contact for assistance: Offer training to employees who are unfamiliar with neurodiversity in order to help them understand the experiences of their co-workers. Use appropriate language to discuss differences to prevent causing offence or speaking out of turn.
Encourage senior neurodiverse leaders to be open and transparent: Champion discussion and motivate people to talk about neurodiversity in order to raise awareness and foster understanding.
Include neurodivergent co-workers in making changes. Don’t assume you know what is best for them: Develop mechanisms for identifying, meeting, and funding reasonable adjustments. Ascertain that flexible work arrangements are in place.
Create a friendly and inclusive workplace culture where all team members can grow, be respected and supported, and where stigma is challenged and discrimination, prejudice, victimisation, harassment, or a lack of inclusion is not permitted. Look after mental health and create safe spaces for all.
If this kind of guidance can become commonplace, the untapped potential of those with neurodivergent qualities can be fully realised in order to benefit both the business and its workers.
In this writer’s opinion, companies like Cognassist will become increasingly vital as the business world finally catches on to this new wave of inclusivity and diversity, and thus it will inevitably be an exciting and inspirational space to keep an eye on.
By Matthew Neville, Correspondent, Bdaily
