Strategies for employing a neurodiverse workforce

Neurodiversity considers neurodevelopmental differences as variations in how the human brain works, rather than as deficits. The concept of neurodiversity was first proposed by Australian sociologist Judy Singer in the 1990s, and is an umbrella term that encompasses several neurodevelopmental conditions. 

By embracing and employing a neurodiverse workforce, we can benefit from diverse thinking and move forward, but it requires a shift in perspective from the traditional, neurotypical stance. To create an inclusive and productive workforce, we need to gain an understanding of neurodiversity and the strengths and challenges it brings.

Approximately one in seven people are neurodivergent, including 10% of those with dyslexia, 4% with attention deficiency hyperactive disorder (ADHD) and 1 to 2% with autistic spectrum disorder (ASD). Neurodiversity can vary greatly from person to person, and it is possible to experience more than one area of neurodivergence at the same time. While some forms of neurodiversity are inherent, such as dyspraxia, dyslexia, ASD or ADHD, neurodiversity can also be acquired due to brain injuries, strokes, certain medications or post-traumatic stress disorder (PTSD). It is important to be aware of the different forms of neurodiversity in order to provide the necessary support for those affected.

It is estimated that around 20% of individuals with ASD are diagnosed as adults, while research indicates that approximately 75% of adults with traits of ADHD are unaware of it. In order to receive a diagnosis of either ASD or ADHD, a comprehensive assessment by a suitably trained professional is necessary. While some individuals may view the world differently, they may not necessarily identify themselves as being neurodiverse. Others may be grateful to receive a diagnosis to help them better understand themselves and their differences. However, seeking a diagnosis can be difficult due to real or perceived stigma. According to a National Autistic Survey (2016), 48% of respondents reported feeling bullied, harassed or discriminated against in the workplace. The term ‘Attention Deficiency Hyperactive Disorder’ can also have negative connotations, which can lead to individuals avoiding situations where their differences will be highlighted. The mental strain of trying to fit into societal norms can be stressful and draining.

Many policies and practices that have been designed for a single way of thinking fail to recognise the benefits of neurodivergence. It's time to move away from categorising people as either neurotypical or neurodivergent, as many individuals possess characteristics from both groups. We all have unique profiles and ways of thinking, and it has been proven that a diverse workforce brings a wealth of strengths and contributions.

A pro-neurodiverse culture not only helps with recruitment and retention, but also empowers and shows commitment to a forward-thinking, supported workforce. Many companies have documented that neurodivergent employees significantly increase innovation and productivity– up to 50%, according to Siemens. Amazon, Ernst & Young, Microsoft, and Hewlett Packard are just a few companies that have embraced this idea. JP Morgan's example is particularly remarkable: after actively recruiting individuals with ASD, their team's output increased by 50% within six months.

Examples of the strengths that a neurodiverse workforce brings: 

• People with dyspraxia are often innovative and strategic thinkers
• People with ASD pay attention to detail and focus on routines 
• People with dyslexia see the ‘bigger picture’ and have strong problem-solving abilities 
• People with ADHD can hyperfocus and be exceptional team players

Christine Tanner is a Lead Psychologist at HCA UK and frequently advises HR departments, senior managers, and individuals to implement innovation and change.