Creating a Neurodiverse Workplace | by Annalise Ryan
We have all sat and watched whilst neurodiverse greats have shaped the world forever. Nikola Tesla, Einstein, Steve Jobs, Bill Gates, Richard Branson...and yet 50% of people managers and leaders say that they wouldn't hire a neurodiverse employee, attributing this to the challenges and accommodations that they will face as a result. So why is this? And why is it that we need to call out leaders to ensure that a neurodiverse workforce remains a priority in the turbulent years to come?
The lack of education and tuning in to stereotypes is the biggest factor in why neurodiverse workers can be unsuccessful in the job market. A mere 16% of autistic adults are in full-time paid employment - can this all be down to poor interview performance? When do we admit to ourselves that John Smith could’ve been struck off the list because he “isn’t a great culture fit” due to being less responsive to jokes cracked by the interviewer? The same John Smith with the outstanding CV. The same John Smith who, if given the chance rather than being labelled, would be the greatest hiring decision the company had ever made. The fact is, employers are so focused on ‘company culture' that they fail to source new and diverse talent - a damaging act in a vastly complex tech world where neurodiverse employees are leading the way. If an employer’s desire is to gain a competitive edge in their industries, they may need to rethink their hiring process and cater for all talent.
The primary benefit of creating a neurodiverse workforce is the ability to unlock new solutions to complex problems. Neurodivergent individuals often have exceptional skills in, but not limited to, spatial reasoning, creative thinking and pattern recognition. With shortages in talent reported across every industry, organisations need to learn to support, empower, and draw on the immense talent of the neurodiverse community. “Neurodiversity is the idea that neurological differences like autism and ADHD are the results of normal, natural variation in the human genome,” writes John Elder Robison, co-chair of the Neurodiversity Working Group at the College of William & Mary. So why are neurodiverse individuals alienated? Why are so many top companies only now beginning to adopt more inclusive hiring processes and workplaces?
Undeniably, creating a neurodiverse workforce is not without its challenges. Employers must be prepared to provide the necessary accommodations and support to ensure that neurodiverse employees can succeed in their roles. This may include flexible schedules, executive assistance, sensory-friendly environments and specialised training and coaching. However, has the pandemic not already shown us the need for a modernised workplace as well as the possibility for accommodations to be made (although this might be challenging)?
Leaders need to take a proactive approach to accommodations. If Jane Doe was in a wheelchair, you might not be able to build a lift, but you’d make sure she was able to complete her work on the ground floor. So why is it so hard for John Smith to work from home one day a week to cope with overstimulation? The same John Smith who worked from home for 2 years due to COVID. Whilst I’m not saying all possible accommodations would be suitable for each workplace, it is vital that employers enforce a ‘can-do’ attitude that echoes down into the lower levels to ensure acceptance.
Ultimately, the key to creating a successful neurodiverse workforce is to approach it with an open mind and a commitment to learning and growth. By recognising the value of neurodiversity and taking active steps to support it, employers can tap into a wealth of untapped talent and create a more inclusive and equitable workplace for all.
Annalise Ryan is in the Project Management programme and is an apprentice at Amazon. This article has been written for Neurodiversity Celebration Week.