Why Neurodiversity is Good for Business

This article by Mandy Garner first appeared on WorkingMums.co.uk on 2 February 2022. The assets of WorkingMums.co.uk have been acquired by 55/Redefined.

While many employers recognise the value of neurodiversity in principle, a large proportion of leaders still believe that there isn’t a business case for hiring people with neurodiverse differences and that they hinder rather than augment and enrich an organisation.

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% of us are on the autistic spectrum and 10% of us are dyslexic, up to 6% are dyspraxic and the prevalence of ADHD in the adult population is thought to be between 3% and 4%, which totals a considerable percentage of the working population, but these often talented individuals are still struggling to get good jobs. About 80% of autistic adults are unemployed and 40% of unemployed using a JobCentre Plus are dyslexic.

Many companies who are ahead of the game, such as GCHQ, Dell and Microsoft, actively seek neurodivergent talent as their ability to think differently is highly valued. Indeed, EY recently announced that it is to roll out a network of neurodiverse centres of excellence, including one in Manchester, to work on emerging technologies.

The Benefits of Having Neurodivergent Colleagues

Thom Dennis, CEO of Serenity in Leadership believes we are too slow at recognising neurodiverse talent. “We see employers struggling to want to go the extra mile to support those who might have a few extra needs like needing more time to complete a project or wanting to work certain hours. However, the advantage of employing those whose brains are wired a bit differently is benefitting from their abundant strengths, abilities, talents and ways of thinking. It's about seeing their talent as an opportunity, rather than some sort of drain or extra hassle.

“Colleagues who are neurodiverse often have increased valuable skills such as lateral thinking, analysis, consistency and creativity. They may be more resilient, possess an advanced capacity to pay attention to intricate details, have a fantastic memory and thrive at repetitive, structured work. Let’s not forget that some of our global past and present greatest talents were thought to have or have dyslexia, for example, Leonardo da Vinci, Napoleon, Winston Churchill, Carl Jung, Albert Einstein, Thomas Edison, Keira Knightley, Steven Spielberg, Whoopi Goldberg and Daniel Radcliffe amongst many more.

“Ultimately, businesses who value neurodiversity also appreciate other viewpoints, attitudes, original ideas and innovative thinking. They want to be part of the fight against ignorance, prejudice and stereotyping, and to lead us towards improved understanding and respect. They also welcome people to bring their genuine selves to work. They want to foster a healthier, more inclusive and creative work environment. Whilst benefiting from all of that, the companies are also likely to see a boost to reputation, as well as benefits to the bottom line.”

How to be Actively Inclusive to Colleagues With Neurodiversity

Avoid Labelling

As humans, we favour those who fit our ‘normal’ profile, labelling those who don’t as ‘different’. This 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 or a talented communicator.

Recognise That Neurodiverse Applicants are Premium Candidates

They 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

Ensure the toolkit clearly states 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 neurodivergent colleagues. Develop mechanisms for identifying, meeting and funding reasonable adjustments. Ascertain that flexible work arrangements are in place. Think ahead of time when encountering transition periods that come as a result of unforeseen change, changes to employment or other factors, so that any potential hurdles can be addressed in advance. For people who thrive in a stable and predictable environment, unexpected changes can be quite disruptive.

Create a Friendly And Inclusive Workplace Culture

This is somewhere 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.