By Dr. Di Ann Sanchez, SHRM-SCP, SPHR
“Neurodiverse” individuals are wired differently from “neurotypical” individuals. Neurotypical individuals are considered those that do not display neurologically atypical patterns of thought or behavior. Neurodiverse individuals are those that have neurological differences in thinking and action. Neurodiverse employees in the workplace is a talent pool that has been overlooked and underserved (Andrew Jacob, Melissa Scott, Marita Falkmer, and Torbjörn Falkmer. 2015). Studies have shown that neurodiverse employees are loyal and productive (2015). Meanwhile, the workplace setting is organized to be more “neurotypical” environments. Companies can benefit from having a “Neurodiversity” strategy. Yet few companies have embraced Neurodiversity, and most current work environments are structured as one-size fits all.
Why consider a Neurodiverse workplace? According to Jacob et al. (2015), “Neurodiverse employees flourish in a supportive and encouraging workplace. Furthermore, neurodiverse employees can show greater commitment and conscientiousness to their jobs. Research also shows that Neurodiverse people demonstrate reliability, adherence to rules, and trustworthiness.” They may bring new perspectives to a company’s efforts to recognize value.
But to realize these benefits, most companies would have to adjust their recruitment, selection, and career development policies and procedures to reflect a broader definition of talent. In many cases the accommodations and challenges are manageable, and the potential returns are high (Austin & Pisanso, 2017). For example, Neurodiverse individuals frequently need workplace accommodations, such as headphones to prevent auditory overstimulation, to activate or maximize their abilities.
The neurodiverse population is very interested in securing employment and providing meaningful participation to their community. Unemployment runs as high as 80% (this figure includes people with more-severe disorders, who are not candidates for Neurodiversity programs). When they are working, even highly capable Neurodiverse individuals are often underemployed. The behaviors of many Neurodiverse people run counter to conventional notions of what makes a good employee—solid communication skills, being a team player, emotional intelligence, persuasiveness, salesperson-type personalities, the ability to network, the ability to conform to standard practices without special accommodations, and so on. These criteria systematically screen out Neurodiverse people (Austin & Pisano, 2017).
For example, 16% of adults with autism are in a full-time position according to the National Autism Society. Employers naturally stigmatize that there is an “in the group and an out group” (Doyle, 2016). Neurotypical employees in the workplace should be given an understanding that these applicants think differently. These unique individuals have different abilities in social interaction and communication channels. Recruiters should see past the communication challenges but look to their particular talents and skills.
Corporations have focused primarily on autistic individuals, but they should extend attention to individuals affected by dyspraxia (a neurologically based physical disorder), dyslexia, ADHD, social anxiety disorders, and other conditions. Individuals with autism spectrum disorder have grown to 1 in 42 boys and 1 in 189 girls according to the Centers for Disease Control and Prevention (CDC, 2017). Research shows that some conditions, including autism and dyslexia, can bestow unique skills in pattern recognition, memory, or mathematics (Austin & Pisano, 2017). Those affected often struggle to fit the profiles sought by prospective employers.
What can an employer do to create a Neurodiverse environment?
The 21st-century companies should allow an environment where there is little noise and try not to have to have a workplace that has recognized a lot of verbal conflicts. Other “best practice” includes training of co-workers on the diverse challenges of Neurodiverse individuals. The critical factor for supervisor/managers is to educate the Neurotypical employees in understanding the Neurodiverse employee’s responses to several work situations and issues. Moreover, organizations believe they need to lower the performance expectations of Neurodiverse employees, and that is just not true. Neurodiverse employees have the skills and abilities that can provide high performance as long as they have a detailed outline of performance work standards.
Employers should have sensitivity training for supervisors and managers as well. Management should learn how to adjust their interactions with neurodiverse individuals. Neurodiverse employees have reported bullying and discrimination against the companies they have worked with during their employment. The only way to eliminate this is by the training of supervisor/managers as well as employees.
Supervisor and managers should give clear and detailed on-the-job training on the tasks the Neurodiverse employee is responsible. The upper management should be involved in the on-the-job training as well. The Neurodiverse employee should be given the time and the support on the job from fellow employees. Some neurodiverse employees are better verbally, visually or in written directions. Some individuals lack eye contact, so supervisor and managers need to give the neurodiverse employees direct feedback on how to do the job and why it is essential.
For example, many Neurodiverse employees do not understand sarcasm or regular sayings such as “provide customer service.” Management should be specific on what that means. Furthermore, be prepared to explain workplace etiquette and the unspoken rules in the workplace. The Neurodiverse employee needs to be told that they should smile and ask customers what they need. Management should also encourage the Neurodiverse employees to ask questions, so they understand what items are priorities (especially communication). Structuring the work is very important for Neurodiverse employees and the company needs to explain sudden changes in the routine. If possible, managers should try to explain changes in advance and why those changes are necessary.
Neurodiverse individuals have great intellect but need a structured employment environment. These individual have high rates of retention and low absenteeism (Pisano 2016). To improve the neurodiverse individual’s performance, be prepared to discuss work rules, provide structure work, prioritize work, organizing tasks daily, weekly and monthly. Don’t misinterpret lack of eye contact as lack of interest in work. Create a welcoming workplace and communicate the goals of the company and how what they do add to the profitability of the organization.
Think about creating a Neurodiversity Employee Resource Group
Neurodiversity is a cognitive disability. Companies like Yahoo and SAP have implemented Neurodiversity Employee Resource Group (ERG). This includes the creation of buddies to partner neurodiverse employees with other employees who have been at the company for a longer time. The buddies can help to work for the success of the neurodiverse employees.
How do you create a Neurodiverse Program?
Frist, you must gain the support of the executive team. Without this, the program cannot be successful. Once leadership support has been secured, the Human Resources Department should benchmark other companies with successful Neurodiversity programs. Human Resources should document best practices and set the goals and measurement for the Neurodiversity program. What would success look like? Once that has been established, partner with local disability offices and rehabilitation services to understand the programs that are afforded to Neurodiverse employees. Many of these organizations, provide organizations with free training, job coaches, resume writing, interviewing skill training, etc. Once that partnership has been secured, the Human Resources Department can begin to develop a program that can enhance the organization and the community at large.
Reference: Cosslet, R.L (2016). Autism in the workplace – an opportunity not a drawback
Nerenberg, J (May 19, 2017)What Neurodiverse Is And Why Companies Should Embrace It. The science of work
Sanchez, D (2017). Neurodiverse in the Workforce. Sanchez & Associates
Middlemiss, N (Oct. 29, 2015). Inside SAP’s ‘Autism at Work’ program. Shrm.og
Faragher, J (Jan. 25, 2018) Why employers should be hiring with Neurodiverse in mind. People Management
Austin, R. D. & Pisano, G.P. (June 2017) Neurodiverse as a Competitive Advantage, Harvard Business Review
Oesh, T (April 28, 2017) Autism at Work: Hiring and Training Employees on the Spectrum. Training Industry.
