Neuroinclusion in the workplace – why it pays to think differently

Posted: 18/03/2024

Neurodiversity, or the idea that autism and a range of other divergencies, like ADHD and dyslexia, are simply reflective of the numerous ways in which human minds can be wired, is a term which has become more familiar in recent years, and which is increasingly on the radar of employers.

To mark Neurodiversity Celebration Week, this article considers what steps an employer can take to encourage a more neuroinclusive workforce, and what benefits this can bring to both employers and employees.

A brief history and context

Neurodiversity, as a term, did not materialise until 1998. Since the term was coined by Judy Singer in her undergraduate thesis, it has become universally used and increasingly understood. 

We are now seeing a move towards neuroinclusion – where differences are embraced and seen as part of normal human diversity – and, thankfully, away from a time when neurodivergence was seen as a deficiency. People and organisations now look at changes they can make to support those who think differently in the workplace, in educational settings, and in everyday life.

This should not be a surprise. For years, managers and business leaders have identified advantages in having a diverse workforce, in terms of background, sex, culture, and age, for example. An ever-increasing number of employers have started to identify the advantages which can be gained from a workforce made up of both neurotypical and neurodiverse people too. 

It is estimated that as many as one in five of us are neurodivergent. This is therefore not an insignificant proportion of the UK’s possible workforce, but many neurodivergent people remain unwilling to disclose this to their employer or their colleagues.

The business case

Companies who have reformed their internal processes and approach to recruitment, enabling them to access a pool of more neurodiverse talent, are reporting positive impacts. Managers are beginning to think more deeply about leveraging the talents of all their employees, and are becoming more empathetic to each employee’s individual needs and how best to work with and manage them. This creates an overall more inclusive and positive work environment for both neurotypical and neurodiverse employees.

While it could be true that in certain circumstances, an individual with ADHD might struggle to sit at a desk for eight hours in a row without regular breaks, that same individual could bring creativity and a different and valuable perspective on how to solve common workplace issues, system inefficiencies and client work. An employee with autism can bring innovative and interesting viewpoints that challenge the norm, and could be a real benefit to any receptive employer. The ability to see the world differently from neurotypical people inevitably brings fresh ideas and helps identify opportunities for change and improvement. 

In a workplace study from 2019, commissioned by the Institute for Corporate Productivity, employers described neurodiverse workers as ‘dependable, engaged, motivated, great attendance, attention to work quality, and highly productive’.

JPMorgan Chase & Co estimates that those hired into tech roles through its dedicated neurodiversity programme are 90-140% more productive than others, and consistently produce error free work.

An inclusive environment also improves employee engagement and retention. More employees are focused on finding an employer who is socially responsible, and want to work in a business which has a culture where the entire workforce feels valued and able to perform to the best of their ability.

What should businesses consider when moving to increased neuroinclusivity?

• Culture – people should feel safe and comfortable talking about neurodiversity.
• Wellbeing – embed wellbeing into that culture. Ensure managers are given sufficient time dedicated to people management, encouraging regular check-ins both at a team level and an individual one. This provides space for employees to ask for support or raise concerns. Neurodivergent people, more so than their neurotypical peers, report that work negatively impacts their mental wellbeing, including substantially more reporting feeling always or often exhausted.
• Framework – incorporate consideration of neurodiversity into the framework of decision making and people management processes, from recruitment and onboarding, through to development and retention. Are there questions commonly asked during a recruitment exercise that could be difficult for those who are neurodiverse to process or respond to? Could the same information be obtained by asking a more direct or differently framed question? What about providing questions in advance? How accurate at assessing capability and suitability are psychometric tests designed by and for neurotypical people?
• Empower – avoid making assumptions about what certain employees need. Consider inviting discussion from all employees about what could benefit them at work and be guided by what they say. Listen to neurodivergent voices in the organisation, and perhaps consult with them on policy and strategy.
• Embrace flexibility – different people need different environments to thrive. Try to focus on outcomes rather than when and how individuals work.
• Analysis – where are you now, and what can you realistically commit to as a future plan of action?

As well as general principles, what practical steps can an employer take to become more neuroinclusive? The Chartered Institute of Personnel and Development’s (CIPD) Neuroinclusion at work report 2024 suggested that the following practices have the most positive impact:

• clear communication and implementation of flexible working policies, for example, considering changes to working hours or work location;
• implementing reasonable adjustments, for example, amending role duties or making adaptations to the working environment (which could be as simple as supplying noise cancelling headphones or ensuring a desk in a quieter part of the office is available); and
• up-to-date education and awareness-raising about neurodiversity and common neurodivergent identities.

Linked to the last of these three points, the report also demonstrated that introducing or continuing to invest in diversity, equity and inclusion initiatives in the workplace has a positive impact. These initiatives can drive increased visibility and awareness of historically underrepresented groups, and help to promote education and establish a constructive dialogue. 

If one does not already exist, look at establishing a neurodiversity focused employee network, which is consulted with, or encouraged to lead on, neuroinclusion matters (while being careful not to overburden those involved).

Given the societal shift that has taken place in the quarter of a century since the term neurodiversity was first coined, it is difficult to imagine anything other than a world where neuroinclusion at work is the norm in a further 25 years’ time. Employers who fail to engage proactively with this idea risk being left behind.

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