Understanding and Celebrating Neurodiversity in the Workplace
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What do we mean by neurodiversity?
Neurodiversity is an umbrella term used to describe the normal variation in thinking style, behavioural traits and brain function across the human population. Common forms of neurodivergence include Attention-deficit Hyperactivity Disorder (ADHD), dyslexia, dyscalculia, dyspraxia, dysgraphia, Tourette’s Syndrome and Autism Spectrum Disorder (ASD). Where traditionally these disabilities and differences were classed as pathological (mental disorders), the framework of neurodiversity views these as normal variation in brain function. Indeed, approximately 15% (around 1 in 7) of people in the UK are neurodivergent (Gov UK, 2023).
The relationship with mental health conditions
Neurodiversity does not equate to mental illness. That said, neurodivergent individuals are more susceptible than neurotypical individuals to mental health conditions, largely because of social norms, expectations and an absence of the right support and understanding, beginning in the school years and continuing into adulthood.
Rates of burnout, anxiety and depression are much higher in neurodivergent populations than in the general population (Nimmo-Smith et al., 2020) - this is often down to ‘masking’, whereby neurodivergent individuals are exhausted from the pressures to conform to social norms, behave ‘typically’ and supress their natural behaviours. Furthermore, given the lack of understanding, associated social status, and stigma around neurodivergent conditions, neurodivergent populations are more exposed to social stress, social isolation and decreased self-worth, inside and outside of the workplace (Botha and Frost, 2020).
Being neurodivergent at work
It is reported that 70% of neurodivergent employees suffer with mental health issues (WTW, 2022), including work related stress, anxiety, depression, and financial stress. And many neurodivergent people struggle to find work at all: only 21.7% of UK adults with autism are in either full or part-time work (ONS, 2020), the lowest recorded employment rate across all disabilities measured in the study.
For those lucky enough to find employment, neurodivergent individuals may then struggle with:
fitting into the neurotypical mould of work (multiple simultaneous tasks, working hours, meeting schedules etc.)
difficulties concentrating for sustained periods, as a result of ADHD, or sensitivity to loud working environments, as a result of ASD
bullying or victimisation
compounded adversity if part of multiple minority groups, e.g., an autistic black man
Supporting neurodivergent individuals in the workplace
Legally as business leaders we owe a duty of care to our employees, but morally it is also our duty to promote diverse workforces. We must do more to understand and celebrate neurodiversity in our workplaces.
The first step is to challenge our conscious biases and educate ourselves on others’ thinking styles and perspectives. Within your DEI policy should sit training on neurodiversity for all staff, including managers of all levels, helping neurotypical employees to understand what behaviour and language is appropriate around neurodivergent colleagues. Sadly only 20% of UK organisations currently have such a policy in place (WTW, 2022), clear evidence of a lack of support for neurodivergent employees.
Alongside training, neurodiversity awareness can also be raised through internal communications or infographics that explain neurodiversity: common forms, what it looks like, frequent workplace challenges etc. Neurotypical employees will begin to work more effectively with their neurodivergent colleagues thanks to a now better understanding of how to interact with them. Such efforts will exponentially help to dismantle the stigma around neurodiversity, fostering a more inclusive workplace culture in which neurodivergent employees are happier and feel more comfortable being themselves.
In terms of more direct managerial support for neurodivergent employees, there are a number of beneficial strategies that can be implemented, from recruitment all the way through to offboarding:
To promote neurodiversity in your workplace, you must ensure you hire neurodivergent workers to being with. Recruitment can be specifically aimed at attracting neurodiverse talent, e.g., adding direct encouragement in job descriptions for neurodivergent applicants. Adjustments should also made for neurodivergent candidates to avoid disadvantage at interview, e.g., autistic individuals may struggle more with maintaining appropriate eye contact and tone of voice, while those with dyslexia, dyscalculia or dysgraphia may struggle with typical skills assessments
Ensure open discussions during the onboarding process, during which you can establish more comfortable and appropriate:
working patterns (flexible working hours and/or locations)
job design (monotasking, recordings and written summaries of meetings)
inclusive work environment and technology options (colour-filtering screens, noise-cancelling headphones, a quieter space within the office, balance chairs, project management software, mind-mapping software, dictation tools, assistive text software etc.)
Maintain open channels of communication throughout employment, so neurodivergent employees can feel more comfortable in sharing any issues, or ideas, with you and to ask for help when needed, particularly during times of change in the business
Seek feedback during offboarding so you can make necessary adjustments to policy, support and provisions in future
Understanding and celebrating neurodiversity is not just about avoiding employment tribunal claims and reducing staff turnover. Rather, fostering a neurodiverse and inclusive workplace increases the competitive advantage of your organisation. Too often we have pathologised the weaknesses of neurodivergent individuals, rather than recognising and developing their strengths. In comparison with their neurotypical peers, neurodivergent employees will often different approaches to problem solving, while many boast a stronger memory, excel in mathematics and have greater pattern recognition and analytical skills. Other common traits of neurodivergent individuals include persistence, empathy, imagination, creativity and innovation - all extremely useful to any organisation. When given the right tools, offered the right working conditions and shown the right support and respect, neurodivergent employees will directly contribute to the success of your business.
Closing remarks
Neurodiversity must be celebrated as a positive within the workplace and businesses must do more to increase understanding and awareness of neurodiversity. Not only will this improve the mental health of these individuals, but business leaders can reap huge financial rewards of having a more diverse workforce that boasts a wider range of original thinking styles.
For all readers: see this fantastic read on neurodiversity and mental health from an individual suffering from three neurodivergent conditions: visual stress, dyslexia and dyspraxia.
For HR and business leaders: see how 87% can support your employee wellbeing strategy and help you to foster a more inclusive and diverse workplace culture that values all employees, including neurodivergent individuals.
