The importance of neurodiversity in the workplace

The importance of neurodiversity in the workplace

Promoting diversity, equity and inclusion should be a priority for every employer wanting to optimise productivity and explore the full potential of their workforce. So, how can we embrace neurodiversity in the workplace?

To answer this question, it is important to understand a few key terms:

  • Neurodiversity describes the natural variation in human brains, leading to differences in how each individual thinks, behaves, and processes information.
  • Neurotypical describes the more common type of neurological functioning and development, with these brains being wired in a way that aligns with the perceived norms of societal culture.
  • Neurodivergent describe the less common type of neurological development and functioning. These brains work, think, communicate, regulate emotion and process information to neurotypical brains.

The Australian Bureau of Statistics (ABS) estimates that 30-40% of the Australian population is neurodivergent, with 34% of this neurodivergent community being unemployed (ABS, 2019). This is to the detriment to both employers and employees, as research shows that teams with neurodivergent professionals can be 30% more productive than those without. Additionally, having neurodivergent employees in a team can increase strengths such as creativity, attention to detail, hyper-focus and three-dimensional thinking (Doyle, 2020). A report authored by Deloitte in 2018 found that companies with diverse cultures are twice as likely to meet or exceed financial targets (Bourke & Dillon, 2018), and other research has found that neurodivergent employees can improve team morale (Mahto et al., 2022).

So, what are some practical tips for employers to harness this potential asset?

  • Adapt recruitment processes. Due to their heavy reliance on eye-contact, body language, and communication skills, face-to-face interviews tend to unconsciously preference neurotypical people. Consider offering alternative or additional ways to assess a person’s skills, such as skills tests, written assessment or online interviews. If these can’t be accommodated, even small changes such as providing the interview questions in advance can help with stress and anxiety levels (Austin & Pisano, 2017).
  • Offer adjustments in the workplace. Providing neurodivergent staff with adjustments can make a significant difference when it comes to reducing stress and anxiety and increasing performance. Examples of adjustments include providing noise-cancelling headphones, quiet/adjustable workspaces, additional information processing time, closed captions, and flexible schedules. Ask your neurodivergent employees if you can offer any adjustments to help them thrive, and consider including information about this at the onboarding stage.
  • Educate and share stories. When senior staff or colleagues share their own diversity characteristics, this reduces stigma and helps others feel supported and confident in requesting adjustments or sharing their stories (Australian Public Service Commission, 2024). Similarly, providing training and raising awareness of neurodiversity across your workplace corrects misunderstandings and cultivates a positive and inclusive work environment.

There are plenty of resources online if you’d like to discover more. We recommend checking out the Neurodiverse Safe Work Initiative. On their website, you can download their self-assessment checklist to examine your organisation’s systems and identify areas that may be inaccessible for neurodivergent staff.

References:       

Austin, R., & Pisano, G. (2017, July 18). Neurodiversity Is a Competitive Advantage. Harvard Business Review. https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage

Australian Bureau of Statistics. (2019). Disability, ageing and carers, Australia: Summary of findings. https://www.abs.gov.au/statistics/health/disability/disability-ageing-and-carers-australia-summary-findings/latest-release

Australian Public Service Commission. (2024). Public Sector Neurodiversity Community of Practice. https://www.apsc.gov.au/working-aps/diversity-and-inclusion/diversity-inclusion-news/public-sector-neurodiversity-community-practice

Australian Public Service Commission. (2024). Six ways to support neurodivergent staff. https://www.apsc.gov.au/initiatives-and-programs/aps-professional-streams/aps-human-resources-hr-profession/aps-hr-professional-news/six-ways-support-neurodivergent-staff

Bourke, J., & Dillon, B. (2018). The diversity and inclusion revolution Eight powerful truths. Deloitte Review, 22(22). https://www2.deloitte.com/content/dam/insights/us/articles/4209_Diversity-and-inclusion-revolution/DI_Diversity-and-inclusion-revolution.pdf

Doyle, N. (2020). Neurodiversity at work: a biopsychosocial model and the impact on working adults. British Medical Bulletin, 135(1), 108-125.

Mahto, M., Sniderman, B., & Hogan, S. K. (2022, April 11). A rising tide lifts all boats. Deloitte Insights. https://www2.deloitte.com/xe/en/insights/topics/talent/neurodiversity-in-the-workplace.html/#endnote-7

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