Expanding The Lens Of Inclusion: Nurturing Neurodiversity In The Workplace

A journey to true inclusion

Most organizations seeking to unlock the value of diversity, equity, inclusion and belonging (DEIB) in the workplace are failing to draw on an underutilized resource. They are not recognizing millions of neurodivergent people who often are misunderstood—either because of a lack of understanding or a willingness to provide accommodations. DEIB programs are incomplete unless they are designed to include neurodivergent employees, who often end up sidelined in today’s job market.  

An estimated 15 percent to 20 percent of the population is neurodivergent. Yet only 7 percent of companies globally have strategies in place to address neurodiversity as part of overall DEIB initiatives, which today has a much greater focus on gender, ethnicity, age, physical disabilities, and sexual orientation.

Companies must embrace more inclusive hiring that is supportive of all potential employees. Neurodivergent people and the unique ways in which they work and problem-solve can become your organization’s competitive advantage – provided you foster environments that allow them to fully realize their potential. 

It’s easier than many think. Take it from one of those neurodivergent employees who finally felt comfortable coming out professionally as autistic and is now experiencing exponential career growth. Or look to the pioneering corporate programs from the likes of Freddie Mac, Microsoft and SAP that have shown teams comprised of both neurodivergent and neurotypical workers solve problems faster.

Building a more neurodiverse workforce begins with understanding neurodivergence. People who identify as neurodivergent may have conditions including autism spectrum disorder, attention-deficit hyperactivity disorder (ADHD), Down syndrome, dyslexia or mental health issues such as bipolar and obsessive-compulsive disorders. They have different strengths and struggles compared to neurotypical people because their brains develop and work differently.

Recognize those differences by creating a culture that nurtures psychological safety and starts at the top. Leaders have to be willing to be open and vulnerable to set an example for their teams. This creates a safety net that gives employees space to be open about their neurodivergent status and mental health with their bosses and coworkers, without fear of negative impacts on their self-images or careers. Many neurodivergent people fear their conditions will be seen as incompetence or weaknesses rather than strengths. It’s likely you already have neurodivergent people on staff who would feel more comfortable acknowledging their status instead of masking their neurodivergence to cope and fit in.

Support for neurodiversity should start during recruitment. Many neurodivergent people struggle with the interviewing process. Proactively ask all candidates what support they need to allow them to be successful. For some neurodivergent people, that could mean getting interview questions in advance or holding the interview off-camera. Onboarding and training also must be inclusive. Everyone learns differently: Some learn by watching someone else do something, for example, while others better learn by reading. Give training in multiple formats and make sure it’s recorded with closed captioning and transcripts so that employees can go back to that information and digest it in ways that work best for them.

Don’t automatically view those accommodations in a negative light in terms of time or money. Under the Americans with Disabilities Act (ADA), people with certain physical and mental disabilities are entitled to reasonable accommodations during the hiring process and to help them succeed in the workplace. Neurodivergent employees may need additional tools or modifications to their workspaces and workdays to put them on a level playing field with their neurotypical colleagues, even if their conditions don’t meet ADA requirements. There is a subset of people that the world is not built for. Employers should trust their neurodivergent workers as fully functioning adults who just might need a little extra help to best perform for the company. 

Most accommodations, in fact, cost very little compared to the benefits. That was evident during the Covid pandemic: Organizations had to quickly pivot to stay in business while allowing employees to work in different ways. Everyone can benefit from flexibility in how they work, and companies can seek guidance on accommodations and disability employment issues from services such as the Job Accommodations Network, which falls under the U.S. Department of Labor’s Office of Disability Employment Policy.

Companies willing to take the lead in creating neurodivergent-friendly workplaces can draw from a community that’s vastly unemployed or underemployed. The unemployment rate for neurodivergent people is estimated to be at least as high as 30 percent to 40 percent.

Addressing neurodiversity in the workplace is an ongoing journey of learning opportunities. A recent KPMG survey of 300 C-suite executives across industries revealed that more than 75 percent of respondents viewed DEIB as a business imperative, and 59 percent said it was critical to their organization’s growth and profit potential.

But efforts still are in the early stages, and progress has been slow. The KPMG study noted, “In the long run, it is critical that companies acknowledge that if one group is left behind, it hurts people from all underrepresented groups.” What better time for organizations to strive for true inclusion with [DEIB] efforts that bring on board the neurodivergent community – and its ideas for change?

Krysta Johnson is a senior legal and business operations manager for Lexion, an AI-powered contract management software firm. She recently came out as autistic on LinkedIn.