After being underrepresented in the workforce for far too long, as well as being actively, passively, and institutionally discriminated against in the hiring process, diverse communities are finally starting to experience some much needed positive changes.
Communities of colour, and people of differing religions, sexual orientations and genders are benefitting from an attitude shift that was long overdue. There is work to be done, but the direction of travel is broadly the right one. But not for everyone.
Left behind by this progress was an often overlooked diverse community: the neurodiverse. Despite possessing a number of not just admirable but crucial abilities currently lacking in many businesses, neurodiverse unemployment is rife. Take autism as an example. In Ireland, the unemployment and underemployment rate in the autistic community is 85% [3]. That is the highest unemployment rate of any minority group in the country. Other neurodiverse groups suffer similar treatment.
“I get calls weekly from people who may have master’s degrees or PhDs, or those who are school leavers, but they all have the same story – ‘I can’t get a job; what’s wrong with me?’ And there’s nothing wrong with them – it’s the attitude of the employers,” says Debbie Merrigan, head of adult support, employment and wellbeing at the autism support charity AsIAm. [4]
So, if neurodiverse workers are well-qualified, which they are, and if, as Sir Richard Branson, founder of the Virgin Group, remarked in an open letter published in 2021, “The world needs a neurodiverse workforce to help try and solve some of the big problems of our time,” then why is it that the issue of employment persecution persists for neurodiverse workers while other diversity initiatives are making positive strides? [5]
What is neurodivergence?
Before assessing the state of neurodivergence in today’s workforce, we must define what it is. Nicole Baumer, MD, a child neurologist/neurodevelopmental disabilities specialist at Boston Children’s Hospital, defines neurodiversity as follows:
“The word neurodiversity refers to the diversity of all people, but it is often used in the context of autism spectrum disorder (ASD), as well as other neurological or developmental conditions such as ADHD or learning disabilities.” [6]
As well as autism and ADHD, dyslexia, dyspraxia and social anxiety are other common examples of neurodiverse conditions. Globally, around 15-20% of people are classified as neurodivergent due to differences in brain function and information processing [7], with 1 in 5 individuals in the UK falling into that bracket. [8]
The benefits
As Ms Merrigan noted, many neurodivergent individuals can’t get jobs despite possessing master’s degrees or PhDs. But it’s not just the fact that these individuals have the requisite qualifications that makes them capable, it’s that neurodivergent people often possess higher-than-average abilities in a number of vital areas.
Neurodivergent individuals have been found to excel in tasks that require attention to detail, pattern recognition, creative problem-solving, and deep focus. For example, many individuals with autism have exceptional abilities in fields such as data analysis, software testing, and research due to their ability to spot anomalies and their meticulous attention to detail. Those with ADHD may thrive in fast-paced environments where multitasking and creative thinking are valued, while individuals with dyslexia often excel in visual thinking and have strong problem-solving skills.
Scientists have found that people on the autism spectrum consistently score higher than average on the Embedded Figures Test, which challenges participants to find a particular shape in a larger design.
Meanwhile, JPMorgan’s research has consistently shown that hiring neurodiverse workers leads to a significant boost in productivity, with an increase of up to 140%.
Speaking of diversity more broadly –– of which, as noted, neurodiversity needs to be more consistently factored in –– the Boston Consulting Group (BCG) has found that companies with diverse teams are more innovative, generating 19% higher revenues from new products and services [10].
As with all diversity, one of the benefits of having neurodiverse members in your team is that they see the world from a different perspective. As Dr Maeve Houlihan, associate dean of the UCD Lochlann Quinn School of Business, puts it: “It should come as no surprise that people who see the world differently have a real strength and resource when it comes to mirroring the world back.” [12]
As the workforce has changed since the pandemic, with remote and hybrid working a greater regularity and Gen Z entering the workforce, who generally speaking feel less devotion to firms and possess more willingness to walk away from jobs they don’t think suit their interests, retention has become the gold dust of the modern working world. Here, again, neurodiverse candidates stand ahead of their neurotypical counterparts. According to Training Industry, employers who have opened their doors to a neurodiverse workforce have found that autistic employees have a retention rate upward of 90%. [13]
The challenges
There are, of course, also challenges when it comes to bringing neurodiverse employees into the workforce. Some of these challenges are overblown –– essentially conforming to stereotypes that can be used as excuses by companies unwilling to give neurodiverse individuals a fair crack of the whip. Others are real but manageable, with advice below as to how to incorporate them into your business.
Some challenges that neurodivergent individuals may face in traditional work settings include social communication differences, sensitivity to sensory stimuli, such as a need for a change to office lighting or a need to wear headphones, and difficulties with executive functioning, such as time management and organisation. These differences can create barriers in environments that are not accommodating.
Part of the problem is that the traits we tend to cling to when thinking of a “good employee” are far too narrow. The default “good employee” has solid communication skills, is a team player, possesses emotional intelligence, is persuasive and charming, able to network comfortably, with the ability to conform to standard practices without special accommodations. In other words, our narrow thinking of what constitutes a good employee can be used to systematically screen out neurodiverse people from the workforce in one fell swoop. Not because they’re not good employees, rather because our definition is too rigid.
Strategies: Rethink the interview process
As with our definition of a good employee, many of our workplace practices are outdated and exclusionary. As such, if we’re serious about advancing the diversity agenda we claim to support, we need to take active steps to move away from these practices to build a more inclusive environment moving forwards. One of the first steps in attracting neurodivergent talent is to move away from the conventional job interview process.
In their current form, job interviews emphasise social interaction, quick thinking, and verbal communication. Neurodivergent candidates who process information differently or struggle with social cues don’t stand a chance. The whole endeavour is designed to hire not the best employee but the best talker, maybe someone who shares traits or a background with the interviewer themselves, leading to greater homogeneity in the office and an absence of diverse thought.
A better (or at least alternative) process would use skills-based assessments, work samples, or job trials that allow candidates to demonstrate their abilities in a practical setting. Rather than asking a candidate to explain how they would solve a problem, give them a problem to solve. For companies still tied to the existing process, it could be useful to provide the questions you’re going to ask to the candidates in advance, allowing neurodivergent candidates to prepare thoughtful responses
It’s also worth making steps to conduct interviews in environments that minimise sensory overload, such as quiet rooms with soft lighting. Offering virtual interviews as an option can also be beneficial, particularly for candidates who may find new environments overwhelming. It may sound like taking all these steps would lead to an unfair balancing of the scales, a way to put neurodivergent candidates ahead. But in truth, the opposite is the case. It’s a levelling of scales that have been unfairly tipped for too long.
Strategies: Create an inclusive workplace environment
Attracting neurodivergent talent is only the first step. Retaining and nurturing that talent requires an inclusive workplace that accommodates different working styles and needs. One easy way to do that, which is already part and parcel of many organisations, is to offer flexible working arrangements. Flexible hours, remote working options, and the ability to customise one’s workspace can be crucial for neurodivergent employees. For example, some individuals with autism may find open-plan offices distracting, while those with ADHD may benefit from the ability to take breaks as needed.
It’s not just physical environments that may need to change. Managers and co-workers may also need to adapt their style of communication, or learn to accept a less traditional approach. Neurodivergent individuals may have a preference for written communication over verbal discussions, for example. Some may not like maintaining eye contact. This could be jarring to neurotypical colleagues at first. But everyone must learn to tailor their approach according to who they’re dealing with; it’s the bedrock of any truly diverse environment.
Having to think so specifically about an employee’s needs and the best way to approach them actually tends to help managers, as they start to take a similar approach to all employees, drastically improving their man-management abilities. As Silvio Bessa, the senior vice president of digital business services at SAP, says, “[it] forces you to get to know the person better, so you know how to manage them…It’s made me a better manager, without a doubt.” [14]
Strategies: Train managers and teams
We can’t expect everyone to simply know how to treat neurodivergent colleagues if they haven’t had interactions with them in their life up to this point. Training should cover topics such as understanding different communication styles, recognising the strengths of neurodivergent colleagues, and being aware of potential challenges they may face. Most people want to learn and to help contribute to a more equitable working environment.
Strategies: Support career development and growth
Again, improving the situation for neurodivergent workers is about more than just the hiring process, it’s about making long-term changes that benefit staff and businesses alike. Hugely beneficial to any worker, neurodivergent ones especially, is active career development and growth.
Managers should work with neurodivergent employees to create personalised development plans that align with their strengths and career goals.
Equally, they should be offering more frequent, structured feedback that focuses on specific, actionable areas for improvement. We’ve all received vague feedback in the past and not only is it oftentimes not helpful, , leaving us more confused than if we’d received no feedback at all. This will be doubly true for neurodivergent personnel. Be sure to avoid ambiguities and instead provide clear examples and guidance on how to achieve the desired outcomes.
Attracting and nurturing neurodiverse talent
In the ongoing journey toward workplace diversity and inclusion, neurodivergent individuals remain an often overlooked yet invaluable resource. The evidence is clear: companies that embrace neurodiversity are not only doing the right thing but are also setting themselves up for enhanced innovation, higher productivity, and better business outcomes. Organisations that are willing to rethink traditional processes and cultivate inclusive work environments will not only open doors to a wealth of untapped talent but will also position themselves as leaders in a more diverse and dynamic future.
As Harvey Blume, the man who coined the term “neurodiversity” in a 1998 piece in The Atlantic, wrote: “Neurodiversity may be every bit as crucial for the human race as biodiversity is for life in general” [15]. It feels worthwhile to make use of it.
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Sources
[1] https://www.glassdoor.com/blog/diversity/
[2] https://www.instride.com/insights/workplace-diversity-and-inclusion-statistics/
[14] https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage
[15] https://www.theatlantic.com/magazine/archive/1998/09/neurodiversity/305909/
