It’s Not A Disability
Harnessing Neurodiversity: Unlocking the Competitive Edge in Today's Workforce
By Ria Balbos Jordan
In my own organisation at the time, we had just begun to look at persons with disabilities as a discrete dimension of diversity and had been actively working on developing a strategy and standard operating procedures for the hiring of people with disabilities, which is where we thought neurodiversity would be categorised.
However, the more research I did, the more I understood that neurodiversity is not a disability. People who self-identify or are identified as being neurodiverse don’t consider themselves as persons living with a disability. What is true however, is that both the neurodiverse and those with disabilities find themselves struggling to be hired or to be accommodated in the workplace.
And that is where human resources and DEI professionals come in. We are like-minded because in our professions, we know that neurodivergent individuals possess unique cognitive strengths that can be invaluable assets in the workplace. We are therefore perfectly poised to promote the concept rather than viewing neurodivergence as a limitation. It is time to start recognising and leveraging the incredible potential of these individuals.
Processing information differently
Neurodiversity refers to a variation in how an individual’s brain processes information and responds to stimuli, and includes autism, ADHD, and dyslexia. Far from being disabilities, these neurological differences can become immense strengths when harnessed correctly.
The skills and abilities of the neurodiverse can be beneficial in the workplace and it is important for organisations to embrace staff who process information differently. Neurodiverse individuals often think outside the box and approach challenges from fresh perspectives. These unique perspectives and cognitive abilities allow them to tackle complex problems and generate innovative solutions in ways that neurotypical employees may struggle with. Consequently, neurodivergent individuals often excel at lateral thinking, breaking down problems into their core components, and seeing connections that others may miss.
This problem-solving prowess can be invaluable when it comes to unravelling business challenges and developing creative, outside-the-box strategies. Additionally, the intense focus and attention to detail that many neurodivergent people possess can lend itself well to roles that require deep analysis, research, or creative ideation.
Autism spectrum disorder: A cognitive strength of those with this trait is pattern recognition. They can excel at identifying complex relationships and trends, making them invaluable in roles that require meticulous data analysis and problem-solving. Their attention to detail and ability to spot anomalies are definitely a plus.
ADHD: These employees are often creative, out-of-the-box thinkers who are crack-shots in ideation-heavy roles. They thrive in environments that encourage innovation, and bring a fresh perspective that can lead to breakthrough solutions. Their hyperfocus and boundless energy, when channelled effectively, can drive remarkable productivity to produce results.
HR challenges
A talent strategy that includes hiring neurodiverse staff is not without its challenges. Shifting the mindset and culture to be more accepting and accommodating of neurodivergent individuals can be a key hurdle. Preconceived notions and biases can be deeply ingrained, requiring a concerted effort to educate and sensitise the workforce.
Another significant challenge is ensuring that the right accommodation and support systems are in place. This may involve adapting the physical work environment, offering flexible work arrangements, and equipping managers with the skills to effectively manage and empower neurodiverse teams. Navigating the complexities of compliance and legal requirements can also be daunting for some organisations.
There are challenges for the neurodiverse staff members as well. The benefits of hiring neurodivergent staff simply will not be realised if employees do not feel that they are included, that they belong. Neurodivergent employees often face challenges in traditional work environments that are not designed with their needs in mind or in teams where colleagues do not understand them. They may feel excluded despite their strengths.
HR strategy
Employers also have a responsibility to create an inclusive workplace culture that empowers neurodivergent talent. That drive for understanding and inclusion begins at the very start of the employee life cycle and continues to the end. It is incumbent on HR leaders to educate senior managers on neurodiversity, and present data-driven insights on how neurodivergent talent can positively impact productivity, innovation, and financial results. This strategic approach will help secure buy-in on neurodiversity and ensure that there is a focus on gaining resources for diversity initiatives.
HR professionals should continue to lead the charge by developing tailored recruitment processes and supporting the design and implementation of inclusion activities. It is important to provide specialised training for managers and teams so that they can more proactively embrace differences. Providing training on neurodiversity, dispelling myths, and fostering open dialogue are crucial to inclusion. In this way, organisations can not only attract top neurodivergent talent but also retain and nurture their potential.
Mentorship programmes that pair neurodivergent employees with colleagues who can help them navigate workplace dynamics as well as the creation of task forces dedicated to identifying and removing barriers to inclusion and breaking down biases in policies and practices further build inclusive workplaces. It’s crucial to recognise that neurodiversity is not a challenge to overcome but an opportunity to embrace. Strategic steps will not only support neurodivergent team members, but also cultivate a workplace where diverse perspectives and talents are celebrated to the benefit of employees and the organisation as a whole.
The Microsoft exampleGlobally, some organisations have already put programmes in place to attract and retain neurodiverse employees. I already mentioned Microsoft, whose Neurodiversity Hiring Programme focuses on recruiting talent on the autism spectrum for roles in engineering and technology. Microsoft has noted that neurodivergent employees brought fresh perspectives, contributing to the development of new products and improving operational efficiency in various departments.
Another example is IBM’s Neurodiversity Programme, designed to hire people with neurodivergent conditions for roles in cybersecurity, software development, and other technical fields. These valued staff members have contributed to IBM’s innovation pipeline, particularly in areas involving data analysis and machine learning.
And it’s not just tech companies. Ernst & Young also has a programme called Neurodiversity Centres of Excellence, which taps into the strengths of neurodivergent individuals, and they have reported increased efficiency in data processing tasks and innovative approaches to cybersecurity challenges.
Conclusion
When organisations make the strategic choice to welcome neurodiverse talent, they open the door to a wealth of innovative thinking, problem-solving abilities, and specialised skillsets that can truly set them apart from the competition.
Rather than viewing neurodiversity as an obstacle to overcome, I encourage you to reframe it as an opportunity for growth and organisational transformation. Embracing neurodiversity is not only the right thing to do, but a strategic imperative for any organisation seeking to future-proof its operations and stay ahead of the curve.
If you have already taken steps to support neurodiversity in the workplace, I encourage you to also take the time to understand the unique needs and strengths of your neurodiverse employees. Believe me, your reward will be a competitive edge that will pay dividends for years to come.
Ria Balbos Jordan is a human capital management thought leader and passionate blogger who loves sharing her thoughts and experiences with the world. Her writing focuses on topics such as talent management, leadership development, diversity, equity & inclusion, change management and employee engagement.