Neurodiversity in the Workplace

According to the Autistic Self Advocacy Network, neurodiversity is an umbrella term that encompasses neurocognitive differences such as autism, attention deficit hyperactivity disorder (ADHD), dyslexia, Tourette’s syndrome, anxiety, obsessive-compulsive disorder, depression, intellectual disability and schizophrenia, as well as ‘normal’ neurocognitive functioning, or neurotypicality.

Judy Singer, an autistic sociologist, began using the term “neurodiversity” in the 1990s to conceptualize autism and other neurodevelopmental differences as ordinary variations of the human brain. People who have any of the above-mentioned differences and embrace the concept of neurodiversity may identify as neurodiverse or neurodivergent. The term “neurotypical” is often used in autistic communities to refer to anyone who is not neurodiverse.

According to a blog post written by John Elder Robison, who is a well-known advocate for neurodiversity and who has Aspberger’s syndrome himself: “Indeed, many individuals who embrace the concept of neurodiversity believe that people with differences do not need to be cured; they need help and accommodation instead.”

He goes on to write: “As an adult with autism, I find the idea of natural variation to be more appealing than the alternative—the suggestion than I am innately bad, or broken and in need of repair. I didn’t learn about my own autism until I reached middle age. All those (pre-diagnosis) years I assumed my struggles stemmed from inherent deficiencies. Asserting that I am different—not defective—is a much healthier position to take. Realizing the idea is supported by science is even better.”

What are the benefits of neurodiversity in the workplace?

According to EARN, there are many benefits to looking to expand your inclusion of neurodiverse employees in your workplace. EARN is an organization offering a range of employer-focused resources on topics including recruiting and hiring people with disabilities, creating inclusive workplaces, reasonable accommodations and encouraging employees with disabilities to self-identify. They point out that employers often appreciate their neurodivergent employees for exhibiting loyalty and timeliness, as well as for offering innovative, creative perspectives to improve policies and procedures that can increase a company’s bottom line.

Other capabilities that people with neurocognitive disabilities possess that benefit employers include:

• Keen accuracy and ability to detect errors.
• High levels of concentration.
• Strong recall and detailed factual knowledge.
• Reliability and persistence.
• Technical strengths.
• Appreciation for routine/repetition.

There is a wide variety of jobs neurodiverse employees can perform, not just those related to technology, engineering, or repetitive tasks, so EARN suggests thinking about different jobs within your company such as product management, human resources, banking and customer service that might benefit from a diverse candidate.

Lastly, EARN points out that research shows that consumers prefer doing business with companies that employ people with disabilities. Given the high percentage of neurodivergence within the average customer base, having people on staff that represent the communities a company serves demonstrates thoughtfulness and good customer service.

In what ways can employers support neurodivergence in their workplace?

As reported by Human Resources Professionals Association (HRPA), attracting candidates and supporting employees who are neurodivergent may start with examining attitudinal barriers, bias, discrimination, and fears around neurodiversity.

Sydney Elaine Butler, Human Resources Consultant at TotallyHR and an Accessibility Activist and Implementer, also points out  in an interview with HRPA that while it is important to assess the benefits of neurodiverse talent, it’s key to remember that, “No two people are the same,” says Butler. “Autistic individuals are not the same. Each employee should be considered for the unique experiences and contributions they offer as an individual.”

Sometimes typical social cues are not understood by employees with autism. “People on the spectrum can misinterpret workplace signals leading to workplace issues,” says Moloney. “It’s through such situations that people on the autism spectrum have benefitted from supportive staff and/or managers who work towards ensuring such situations are avoided in the future.”

Accommodations for the workplace can be individualized and start with a conversation with your employees who are neurodivergent. Some may appreciate training on team building, office behavior and social skills. Similarly, opportunities for education and training for your entire staff can help neurotypical employees be more understanding of their neurodivergent peers.

How can employers seek out neurodiverse candidates?

“Many individuals on the autism spectrum process information and communicate in different ways so a typical interview setting can sometimes obscure a candidates’ qualifications, skills and overall fit for the role,” Radha MacCulloch adds during her interview with HRPA. MacCulloch is the National Director of the Employment Recovery Project at Inclusion Canada. Job interviews often are not just a measure of skill but also of social competency, or with how the candidate will fit in socially with the company, which can be difficult for many people who are neurodivergent.

Job postings can be similarly confusing and unclear to people who are neurodivergent. “A lot of companies can be very vague on employee expectations,” says Butler to HRPA. “So many neurodivergent employees miss out because they don’t fit into this little box.”

As suggested by HRPA, HR professionals should consider alternative methods for evaluating skills besides the interview. Job shadowing or work trials can all provide good ways for hiring managers to assess the skills of a candidate.

What resources are available to employers?

Employers who are interested in bolstering their inclusion of neurodiverse candidates can start by looking into local resources and organizations that work to support neurodiverse candidates in the workplace. Ready, Willing and Able (RWA) is a national organization designed to increase the labour force participation of people with an intellectual disability or on the autism spectrum. They have staff across Canada that are able to assist employers in finding and supporting neurodiverse candidates.

Online resources are also abundant, including EARN’s Neurodiversity Inclusion: Checklist for Organizational Success, and Orbital Learning’s Autism Hiring and Retention Guide.

Finally, the University of British Columbia offers “Autism and Neurodiversity in the Workplace,” an online, self-paced program designed to assist HR professionals, managers, supervisors, and employees to learn practical strategies on how to support neurodivergent employees in the workplace.

Generally speaking, hiring diverse candidates, including those who are neurodivergent, benefits everyone. Employees feel better working for an employer who is inclusive and diverse, and being so will help attract and retain candidates to your workplace.

– Hannah Baker bh