Leading global organisations are beginning to recognize the value that neurodivergent employees bring to the workplace. These leaders believe that neurodivergent people are a great asset to their organisation. They drive innovation, improve teamwork, and contribute greatly to its success.
The workplace research also tells the same story. Research shows that a greater diversity of thought, feeling, and behavior at work can lead to improved team performance and better business outcomes. Organisations that are neuro-inclusive report higher levels of engagement, satisfaction, commitment and retention.
There is still a significant gap in terms of the quality and quantity of work available to the neurodiverse. Neurodivergent individuals are less likely to find employment and more likely to feel stressed and unhappy at work.
What can employers do to support neurodivergent candidates, employees, and job seekers?
Understanding Neurodiversity
Understanding neurodiversity is the first step. Neurodiversity refers to the differences in the way people learn, think, experience, and relate to each other. Neurodiversity tends to be associated with cognitive conditions like autism, ADHD or dyslexia that affect the way people perceive information. Neurodiversity is not the same as being impaired or limited. Some neurodivergent individuals may present with disabilities and need accommodations.
Examine Existing Workplace Practices
Next, it is important to examine the current workplace practices. It is important to identify any materials, processes or expectations which may unintentionally discourage or exclude neurodivergent people.
Then, the organisation can make meaningful changes in order to create a supportive and high-performing work environment.
Attraction
It takes more than an attractive job description to attract top talent. You need a thoughtful, inclusive approach that appeals to a broad range of job-seekers. Organisations can expand their reach by making a few strategic changes. This will make the path to employment more attractive, fair, and simple for everyone.
Simple Your job postings
The job description is usually the first impression a person has of your organization. The job posting is intended to be informative as well as inviting. Uncertain or broad language may be offensive to neurodivergent candidates. According to research, neurodivergent candidates will ignore a job posting, even if it is highly qualified, because of its writing style.
Keep the language simple, concrete and inclusive. Replace abstract descriptions such as “strategic thinking” with specific job tasks and skills. Differentiate between “must have” and “nice to have” skills, so that job candidates understand the expectations of their role and required qualifications.
Offer alternative formats
Also, it is worth looking at alternative formats. Audio or video added to text-based job posts can help job seekers better understand and interact with the information. Job seekers may be more motivated to apply if they clearly understand the role.
Search Expanded
Expand your candidate search strategy and approach. The traditional approaches, such as job boards, networking events, and referrals do not always reach the neurodivergent candidates, who have smaller networks, or may avoid career fairs. Consider hosting smaller recruitment events or partnering up with organisations that specialize in connecting neurodivergent candidates with inclusive employers.
You can also find out more about recruitment.
The approach of a recruiter can make a difference in whether he or she is invited to apply. Recruiters who are clear, credible and show a commitment towards diversity will reach more qualified candidates and increase their interest.
Train Your Recruiters
Equip your recruiters with the knowledge and skills to recognize and appreciate neurodiverse behaviors. Neurodivergent candidates, for example, may communicate differently. They might avoid eye-contact, have difficulty with small talk or take longer to reply to emails or calls. These behaviors should not be misinterpreted as a lack of interest or professionalism. Instead, they are a way to interact with others. By training recruiters on these traits and behaviors, they can avoid unconscious bias. They can also ensure that promising candidates aren’t overlooked because of superficial misunderstandings.
Select
It is essential that organisations prioritise diversity in hiring and examine the tools and methods they use to assess job candidates. If they are not designed to include neurodivergent individuals, even well-intentioned hiring practices may unintentionally disadvantage them.
Think about your methods and tools
Due to their design, traditional hiring tools like personality tests and structured interviews can unintentionally screen out neurodivergent applicants. A candidate with ADHD, for example, may respond differently to questions or process them in a way that is different from the neurotypical norms. This can lead to an incorrect or incomplete assessment of their ability or fit.
Consider combining assessment methods to create a more fair process. When designed thoughtfully, cognitive tools, such as work simulations and situational judgment tests can provide an equal experience to both neurotypical and neurodivergent candidates.
Align content with the role
The content of assessments is just as important as the tools and methods. Consider which competencies to measure, their priority, and the relevance of each one. Not all jobs require excellent communication and collaboration abilities. Overemphasizing socially-laden skills can unintentionally favor neurotypical candidates. Consider including skills that neurodivergent people excel at, like attention to detail and creative problem solving, if these are relevant for the role.
Design with Purpose
Assessments should be designed from a functional point of view, keeping accessibility in mind. Reduce sensory fatigue by using clear fonts and high contrast visuals. Provide candidates with clear instructions and flexible formats, such as verbal or written responses. These small changes can have a big impact, not just for neurodivergent applicants but also for everyone else navigating the hiring process.
Retention
Attracting, selecting, and recruiting neurodivergent talents is a good start, but retaining them is when organisations really demonstrate their commitment towards inclusion.
Make Appropriate Accommodations
Employers who are provided with workplace accommodations tend to stay longer in their jobs. Many are not prepared to accommodate neurodivergent employees. It’s often not a matter of a lack in willingness to support neurodivergent workers, but rather ambiguity about where to start. Asking employees what they want to succeed is one of the best ways to start.
Invite an open dialogue about work preferences and problems and collaborate with others to find tailor-made solutions. Accommodations are usually easier to implement and less expensive than people think. Supports include uninterrupted scheduled work hours, headphones that block out noise, adequate lighting and recording of meetings.
As important as providing accommodations is the removal of barriers that prevent employees from requesting them. Due to confusion or stigma, many neurodivergent workers are afraid to speak out. It is important to simplify and normalise your request system. Ensure confidentiality and let employees know that help is available.
Create a culture of empathy
It is not policies or programs, but the human experience of every day that determines whether someone stays or leaves their organization. If there’s one thing that drives employee retention, it is empathy. Empathy is the ability to understand others’ feelings and respond with compassion and care.
Organisations can begin by offering neurodiversity education to all their employees. The training should clarify misconceptions, challenge assumptions and encourage people to accept different working styles.
Empathy is also a quality that must be demonstrated by leaders. Leaders set the mood through their language, behaviour and responses to adversity and challenge. Managers who approach their team members with flexibility, curiosity and nonjudgmental help create a space for open communication and connections. Organisations can foster a sense of belonging for all employees, especially neurodivergent ones, by cultivating empathy and integrating it in their everyday interactions.
1. Clarify the Language
All material should be clear, concise and easily accessible to everyone. Avoid jargon or vague terminology. Also, avoid words and phrases that could inadvertently exclude other people.
2. Offer multiple formats
Audio or video can be used to enhance written content and support different processing styles. When possible, record meetings and provide transcriptions. Offer both group and one-onone discussions to accommodate different comfort levels.
3. Diversify the Evaluation Process
Combining assessment methods will ensure accurate and fair evaluations. Focus on the skills and abilities that are directly related to the job.
4. Create a supportive culture
Encourage employees to feel comfortable sharing their needs and preferences. Facilitate the accommodation process and remove any stigma. Build a culture of empowerment and value for all employees through training, awareness and inclusive leadership.
