Supporting neurodiversity at work

Every person is different, and at work we all need to ensure that our workplace is accommodating, equitable, and welcoming to everyone. However, for the 15-20 percent of people who are considered neurodivergent, it’s not just about making allowances; it’s about understanding a person’s differences and making sure that they are able and encouraged to use their skills and attributes for the benefit of their team and the larger organization.

A neurodivergent person is someone whose brain processes information and functions in a way that differs from most people—who are sometimes referred to as the neurotypical population. Neurodivergent people may have one or more conditions such as dyslexia, dyspraxia, dyscalculia, attention deficit/hyperactivity disorder (ADHD), autism, or Tourette's syndrome.

Neurological differences

Those whose brain functions as society expects are described as neurotypical. Someone may be considered neurodivergent if their brain learns, functions, or processes information differently than the majority of people. However, the idea of “majority” and “normal” functioning needs to be seen in perspective because the 15-20 percent of neurodivergent people worldwide amounts to a lot of people.

Neurodiversity is a broad term that encompasses a range of cognitive styles including autism, dyslexia, dyspraxia, dysgraphia, attention deficit/hyperactivity disorder (ADHD), dyscalculia, and Tourette’s syndrome.

However, not every person with a neurodivergent thinking style will present in the same way - just as not every person who is neurotypical thinks the same way. It’s possible that individuals may experience different characteristics or mannerisms. This is sometimes referred to as being on a “spectrum.” It is also possible to be neurodivergent in a range of ways. It’s important to remember this to avoid stereotypes both in and out of the workplace.

The benefits of neurodiversity at work

When managers and employees become more aware of neurodiversity and how to support their neurodivergent colleagues, your entire organization can benefit. Neurodivergent employees commonly bring a range of skills and attributes to the workplace, including creativity, lateral thinking, innovation, strategic insight, and high levels of consistency in performance. Your team may also benefit from having people on it with different perspectives and methods of thinking.

Unfortunately, neurodivergent colleagues may hide their differences for fear of being judged or discriminated against. Although neurodiversity is not a disability, some people will find they need certain accommodations in the workplace.

Some may describe this as having a “non-visible disability” because it may not be visually apparent that someone is not neurotypical. Some evidence demonstrates that many will only tell a manager or human resources (HR) representative if problems arise and they feel they have no other option.

Adapting to the needs of the neurodiverse

Most working environments are full of potential distractions or barriers that can negatively affect neurodivergent employees. For example, employees with ADHD or autism can be particularly sensitive to certain sounds, sights, and smells.

You can help make your employees more comfortable by making a few simple adjustments to the workplace.

Take account of the different sensory needs of your team. For example, you may want to limit the amount of information or bright artwork displayed on walls.

Think about how sound might affect your team. Put up dividers in appropriate areas to help block and reduce noise. Create dedicated quiet areas. Regularly remind the team as a whole to be considerate to their co-workers and keep unnecessary noise to a minimum.

Allow team members to book meeting rooms for tasks that require a lot of concentration. The need for quiet places is not unique to neurodivergent individuals, but it can provide them with a designated quiet zone to rely on when or if they are feeling overstimulated.

Provide visible instructions next to office equipment such as photocopiers. Ensure these instructions are clear, for a range of individuals with potentially different reading comprehension levels, or for those who may not have English as their first language. Simplified language, when possible, is best practice.

Give people organizers, lockers, cabinets, and name labels to help them organize their space and equipment.

Be flexible. If a neurodivergent team member feels overwhelmed or distressed because of a situation or environment at work, give them the positive support they need. Be open to adjusting their accommodations so that they can continue to contribute in a positive way to their team.

Ask your HR department to update your policies and guidance on disability to include neurodivergence. Make sure that everyone is aware of this information and that it is easy to find.

Showing support for neurodivergent team members

If you are a manager, taking a few simple steps to promote awareness and acceptance of neurodiversity at your organization can help neurodivergent colleagues feel supported and accepted.

Highlight what you’re doing to make the workplace more suited to neurodivergent employees. You can do this during team meetings or via your intranet or company newsletter.

Hold awareness days, run campaigns, trainings, and workshops on neurodiversity. Encourage your team to take some time to learn about what the different forms of neurodivergence are and join in yourself.

Make supporting neurodiversity a part of your company culture. Ask for volunteers to be “neurodiversity champions” and create a support network. Make sure their activities are regularly communicated to the workforce.

If appropriate, encourage neurodivergent senior managers and leaders to talk about their neurodivergence. Where possible, these should relate back to the work that is being done in your organization to support neurodiversity.

If your employees work from home, consider asking them what differences can be made to ensure they are well supported. You may not be able to adjust the physical environment that they work within, however there are still changes that could be made to ensure that they are given adequate time, support, and resources, as needed.

Supporting neurodivergence in the workplace 

Having neurodivergent staff offers clear benefits beyond legal obligations for fair workplace treatment. Those who are neurodivergent may be particularly strong in:

• creativity and innovation
• lateral thinking; imaginative, creative ways to solve problems
• strategic analysis
• bringing a different perspective to projects and daily work
• development of highly specialized skills
• high levels of consistency in repetitive tasks

Promoting and supporting neurodiversity within your workplace can help attract and retain a highly skilled, diverse, and innovative workforce. It can also increase productivity, assist with recruitment and retention, and ultimately help your organization recognize the needs of neurodivergent customers as well.