Leaders expect great ideas.
Ironically, they often don’t welcome them. This is particularly evident when considering neurodiversity.
Neurodiverse individuals, whose brains function differently, bring a unique diversity of thought that is often overlooked or undervalued. Instead of harnessing this potential, it is often seen as a weakness, similar to biases towards people from diverse cultures and races, hence the term ‘DEI.’
In fact, neurodiverse workers are 30% more productive than neurotypicals, and this is only for autistic employees, as per SAP.
This is attributed to their unique cognitive perspectives. Since their brain functions uniquely, it enables them to identify problems where most miss and come up with solutions that we never could.
Take Richard Branson, the founder of Virgin Group. While we certainly miss his dyslexia, owing majorly to his entrepreneurial success and achievements, Richard attributes it all to his neuro-condition. Of course, most of us credit his success to traditional factors like knowledge and talent, but Branson argues that his dyslexia played a vital role.
It’s time that organizations also start viewing neurodiversity as a competitive advantage, rather than a limitation or a liability. These are some common types of neurodiversity in the workplace:
Why don’t companies tap neurodiverse talent?
Most organizations hesitate to embrace neurodiversity due to the complexity of launching dedicated neurodiversity programs. This includes legal concerns, complex hiring programs, lawsuits, handling of data, and workplace discrimination. Moreover, creating a neuro-inclusive environment demands a change in culture and behavior.
Secondly, there is also a lack of knowledge about neurodiversity. It has rarely been considered during the design of workplace processes, environment, or management practices. Around 68% of American employees are unfamiliar with the term ‘neurodiversity,’ according to a report from Eagle Hill Consulting.
And lastly, think of the amount of stigma and societal beliefs surrounding neurodiversity. Many employers mistake autism and dyslexia as a sign of low intelligence or a lack of ability. It’s common for people to make judgment about others because of existing stigma. However, in the workplace, it leaves neurodivergent employees feeling misjudged.
Is there a solution to this?
Yes. In a survey of more than 1,200 U.S. employees, 57% said that training in sensitivity around social differences would be valuable, while 56% were interested in training on managing neurodivergent employees.
Unfortunately, only 14% of employers offer neurodiversity training in the workplace, the same survey reported.
As you have seen, employers and leaders must take the first step to leverage this talent pool.
Why employers should prioritize neurodiversity without delay
First, it is only humane to do so.
An article from Harvard Business Review titled “Autism doesn’t hold people back, discrimination does,” reads:
“If you are neurotypical, or part of any majority group, you likely see reflections of yourself wherever you look: on billboards, in magazines, while watching your favorite TV shows, in novels and in movies, and in the coworkers you relate to. Now imagine if all of that was taken away, if more often than not, you were surrounded by people who didn’t experience the world, feel, or think like yourself.”
Feeling unincluded and invisible is typical for neurodivergent people. They are just as creative, funny, and accomplished people, and it is the miseducation surrounding this topic that is the primary problem.
Furthermore, embracing neurodiversity is a competitive advantage. As per a report by Korn Ferry, companies that made neurodiversity a focus in their DEI initiatives have seen an increase in performance and profits.
When employees with ASD (Autism Spectrum Disorder) are matched to their correct jobs, they can be up to 140% more productive, as per JP Morgan Chase. Since they can focus on details and spot patterns that others miss, they perform highly in roles that require accuracy, such as quality assurance, research, or data analysis. Companies like SAP already have dedicated teams that focus on data analysis and quality assurance, and these teams are neurodiverse.
Employees with dyslexia have the special ability to connect unrelated ideas and see the bigger picture – making them better innovative and strategic thinkers. You may have observed the same in Richard Branson’s case.
On the other hand, employees with dyspraxia have strong empathy, making them effective for customer-facing positions. While ADHD employees face challenges with attention, it can lead to periods of hyperfocus where they work intensely, coming up with out-of-the-box solutions. By leveraging each talent’s unique strengths, workplaces can tap into a rich pool of skills and unique perspectives that provide a competitive edge.
Hence, it’s time to re-focus recruiting efforts to find the best talent, regardless of background, culture, race, and neurological condition, even.
The legal framework and repercussions of neurodiversity discrimination
Companies that are starting to embrace neurodiversity as a competitive advantage should first understand the legal perspective. As per bloomberg, ADA (Americans with Disabilities Act) charges based on neurodiversity-related conditions is steadily rising. There’s still a lot of discrimination and employees are suing employers for it.
- Americans with Disabilities Act (ADA) of 1990
The ADA is a civil rights law prohibiting discrimination against individuals with disabilities in all areas of public life. It makes sure everyone (including neurodivergent individuals) has the right to reasonable accommodations during the hiring process and throughout their employment.
- Section 503 of the Rehabilitation Act of 1973
This section requires companies with federal contracts to take affirmative action to employ and advance in employment for individuals with mentioned disabilities. These companies must aim for 7% of their workforce to be workers with disabilities and have systems in place to meet this goal.
- Executive order 14035
Issued by President Biden, this order enhances Diversity, Equity, Inclusion, and Accessibility (DEIA) for federal employees, further reinforcing the commitment to establishing inclusive workplaces.
Legal obligations and potential repercussions
These are the legal obligations and repercussions, should employers fail to comply:
- Violating the ADA and Section 503
Companies without neurodivergent initiatives may unintentionally violate their employees’ rights under the ADA. For federal contractors, non-compliance with Section 503 can result in losing government contracts and facing legal actions.
- Reasonable accommodations
The ADA mandates reasonable accommodations, such as assistive technologies, modified workspaces, or flexible schedules. Failure to do so can lead to discrimination claims and potential lawsuits.
- Confidentiality and self-disclosure
Employees who disclose their neurodivergent condition to request accommodations must trust that their information be kept confidential. Lack of self-disclosure can hinder companies from meeting their diversity goals, making compliance with Section 503 difficult.
The challenge –
But here’s the problem for most companies – most neurodivergent workers rarely choose to reveal their divergent condition. Only when problems arise are employees backed into a corner, leading them to reveal their diagnosis and ask for accommodation. At this point, there’s often a conflict between the worker and employer, which can lead to potential legal actions or discrimination claims.
Complicated situations like these can be avoided by intentionally creating a company culture that values neurodiversity in both words and actions. Employers also bear an ethical responsibility to create an environment where divergent workers feel safe, supported, and inspired to reveal their diagnosis, a part of their identity.
Missed talent, missed opportunities – Tailoring hiring programs for neurodiverse candidates
Historically, neurodivergent individuals have faced significant challenges in finding employment, with an unemployment rate of 85% among college graduates on the autism spectrum and 30 to 40% for the broader neurodivergent population, highlighting the underutilization of their talents.
The shifting landscape
A positive shift is occurring as organizations recognize the value of neurodiversity, with 61% actively seeking out candidates. Companies like Dell, JP Morgan Chase, Microsoft, Ford, and SAP are leading the way by implementing skills-based hiring practices to make their recruiting and hiring process more inclusive.
Creating inclusive job descriptions and application processes
When revising job descriptions, avoid non-essential attributes or characteristics that may disadvantage neurodivergent candidates. Clearly communicate that reasonable accommodations are provided for those who disclose their neurodivergent diagnosis.
Also, offer multiple submission channels to accommodate diverse needs and preferences. Simplify the application process by minimizing complex language and providing step-by-step instructions. Avoid online assessments that disadvantage neurodivergent individuals, and extra time will not fix the problem.
The inclusive interviewing model for neurodiversity
Traditional interview methods tend to emphasize eye contact, handshakes, and body language, which can unfairly disadvantage those with neurodivergent conditions. By implementing this model, organizations can ensure they are adopting a skills-based evaluation system, rather than relying on neurotypical norms.
1. Awareness
Educate the hiring team about neurodiversity, including certain behaviors such as avoiding eye contact, stimming, fidgeting, and excessive gesturing – which are characteristic of the neurodivergent community. These should not be seen as indicators of professionalism. For example:
Attention Deficit Hyperactivity Disorder (ADHD): Candidates might fidget, have difficulty staying still, or interrupt during conversations.
Autism Spectrum Disorder (ASD): Candidates may struggle with eye contact or exhibit repetitive movements (stimming) such as hand-flapping or rocking.
2. Interview environment
Create a quiet, comfortable interview space, considering factors like lighting, noise levels, and seating arrangements. Avoid large group interviews, as candidates often find elements of social interaction challenging. If multiple interviewers are necessary, schedule separate interviews.
Sensory Processing Disorder: Candidates may be sensitive to bright lights or loud noises, so a dimly lit room with minimal background noise would be ideal.
3. Communication style
Be direct in communication. Neurodivergent people, particularly those with autism, respond well to questions about their actual experiences rather than hypothetical questions. Focus on skill-based methods such as work trials and cognitive assessments to evaluate their abilities.
Dyslexia: Candidates might find written tests challenging but excel in verbal communication or hands-on tasks. Providing questions in advance allows them to prepare adequately.
4. Patience
Be patient with candidates who may give unfiltered, direct answers or take longer to consider their responses. Provide interview questions in advance so they can prepare adequately.
5. Flexibility
Be open to discussing interview format adjustments and offering follow-up interviews if needed. Adopt a candidate-centered approach, catering to diverse needs.
Other considerations:
Employers are legally prohibited from discriminating against prospective hires based on their disability, and this includes asking discriminatory questions in the interview process. Additionally, neurodivergent candidates can choose not to answer questions if they do not plan on requesting special accommodations.
Expect questions from neurodivergent candidates about the workplace environment, project timelines, and how changes are managed. These questions, while not related to their disability, provide insight into whether the workplace is flexible and supportive of their needs.
Practical accommodations for ADHD, autism, and dyslexia
The below accommodations support their unique cognitive styles. They take into account how individuals process information and interact with the world.
Some general accommodation principles
- Allow flexibility in work arrangements.
- Ensure clear communication and expectations, along with written and visual formats.
- Create a supportive work environment, making sure neurodivergent candidates can work without distractions.
Accommodations for ADHD:
ADHD is characterized by distractibility and difficulties in focusing, which can pose challenges in workplace settings. Employers, in accordance with the ADA, are required to provide reasonable accommodations, like:
- Less distractions: Providing a quiet, distraction-free environment helps those with ADHD maintain focus. Also, allow for flexible breaks to manage attention spans effectively.
- Time management: Use visual calendars and task management tools to help with time management. Break tasks into smaller, manageable steps with clear deadlines.
- Alternative work styles: Offer varied work assignments that allow for movement and different levels of engagement. Additionally, implement flexible work hours to accommodate fluctuating attention levels.
Accommodations for Autism:
Autism spectrum disorder impacts how a person perceives and socializes with others, causing problems in social interaction and communication. In 2008, the Equal Employee Opportunity Commision (EEOC) clarified that autism is on the list of specific impairments that should easily be concluded to be disabilities. Employees aren’t required to disclose that they have ASD unless they are seeking accommodation. Employers can request medical documentation to determine which specific job activities their condition interferes with. Some accommodations are:
- Catering to their sensory needs, like adjusting lighting and temperature.
- Allowing for sensory breaks or providing sensory tools like stress balls and fidget toys.
- Use alternative communication methods such as written emails or instructions.
- Assign mentors or buddies for social guidance and integration into team dynamics.
- Provide training or workshops for social skills or interactions.
Accommodations for Dyslexia:
Dyslexia affects word recognition, spelling, and decoding. Some simple tools and accommodations can greatly assist such employees:
- Multi-format content: Share content in various formats like visual aids, audio descriptions, pre-recorded videos, and so on. Visually separate important pieces of content to aid understanding. For example, color coding organizational systems for files and documents.
- Assistive software: Use spelling and grammar software, text-to-speech and speech-to-text software to improve accuracy.
Ready to embrace neurodiversity in your hiring?
While companies are prioritizing diversity through their DEI initiatives, they miss an aspect of diversity – neurodiversity.
Embracing it in the workplace demands both a mindset shift and a change in actions. Hiring neurodiverse candidates is a strategic investment, and choosing the right hiring technology is important. First, it must help draft clear job descriptions and communicate the job’s goals over high ranked job sites. Second, it should allow employers to have a glimpse into the candidate’s skills and conditions to make better hiring decisions. Lastly, the software must provide a feature where the candidate is supported by helping prepare for the meeting in advance.
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