As more and more businesses see the advantages of changing their work environments, practices, policies, and hiring procedures to become more inclusive, neurodiversity is swiftly gaining attention as a hot topic of conversation. The various differences in the way the human mind processes information are referred to as neurodivergence.
Given how prevalent it is, companies are beginning to grasp the significance of improving their awareness of and are considering the best ways to make neurodivergent employees feel valued and supported. Employees that are neurodivergent may have autism, ADHD, dyspraxia, or dyslexia.
The way each of us processes information differs on a scale and is personal. The majority of people are “neurotypical,” meaning that their brains process information and function in the same ways. However, encouraging a neurodiverse workplace dispels the myth that alternate ways to understand information are shortcomings and emphasizes the enormous advantages.
We lose more than just an employee’s bright personality when they are not free to be themselves at work. We stop having the inventiveness, critical thinking abilities, and resourcefulness that safety demands. Lack of psychological safety prevents taking risks. No taking chances, no innovation.
We discreetly communicate to our employees that we do not appreciate their differences when we fail to recognize neurodiversity in the workplace as a crucial component of multiculturalism, equity, inclusion, and belonging. We think that individuals who have cognitive disabilities are flawed or weak in some way, even unintentionally. Every brain is unique. Everyone has a unique manner of thinking, learning, and processing information.
The wiring of the brain varies naturally, resulting in several neurological variances. We may reclaim these differences as strengths if we reframe them as an essential and beneficial aspect of diversity. In other words, sure, neurodiversity at the workplace has become the new norm, but not because individuals have evolved. The way we view people has evolved.
There is no universal agreement on what constitutes a “normal” brain. A larger creative sandbox is created by expanding how we construct our workplaces, settings, and procedures. When accessible workspaces are thoughtfully designed, both businesses and employees gain. People are entitled to think, operate, and create in the ways that suit them best when they are not fighting the limitations of neurotypical design.
Nevertheless, half of managers and leaders claim they would not hire a neurodiverse employee, despite the reality that 1 in 7 persons are neurodivergent. Sadly, there are still lots of persistent misconceptions about persons who are neurodivergent in the workplace. Their employers are concerned that they will need excessive help, won’t fit into the company’s culture, or lack the requisite skill sets for the position.
Does Neurodiversity Represent the New Norm?
Organizations ought to learn to encourage, empower, and tap into the enormous talent existing in a diversified workforce because there are talent shortages observed in every area. It would be beneficial for employers to focus on the merits of neurodiversity in the workplace.
The Benefits of Neurodiversity at Work:
Neurodiverse individuals frequently experience anxiety when coming to terms with their own identities. They are concerned that disclosing their illness or diagnosis may change how others perceive them. Many of the misconceptions concerning neurodiversity serve as the main source of this dread.
Although the phrase “neurodiversity” is relatively new, the conditions it refers to—including Asperger’s syndrome, ADHD, autism spectrum disorders, dyslexia, dyspraxia, dyscalculia, and other similar conditions—have a history. With increased knowledge of neurodiversity at the workplace, we can start to dispel some of these myths.
More Accurate Pattern Recognition:
According to the Harvard Business Review article “Neurodiversity as a Competitive Advantage,” some neurodivergent diseases may grant special skills in pattern classification, memory, or mathematics. Neurodiverse applicants frequently perform better than their neurotypical counterparts when given access to a more diverse hiring and onboarding process.
Innovation and Creativity:
Being neurodivergent is not always simple, particularly if you feel as though the world is only wired one way. But despite the difficulties they encounter at work, neurodiverse persons have many special talents to offer. Employees that are neurodivergent frequently contribute a distinctive perspective, original insights, and superior problem-solving capabilities, along with the technical expertise indicated above.
A Larger Pool of Talent:
Employers cannot afford to ignore the vast pool of skilled, competent, and neurodivergent candidates who occasionally get overlooked throughout the hiring process in a competitive market. It helps to create an environment where everyone can thrive to be more deliberate when developing an accessible recruiting and retention strategy.
Stronger Programs for Inclusion:
The concept of a “normal” brain does not exist. Many people need reasonable accommodations because they are disabled, neurodivergent, or suffer from other conditions. Creating policies that promote the health of any employee benefits all workers. Supporting neurodiversity at work makes it simpler for everyone to request the assistance they require.
What Businesses Can Do to Encourage Neurodiversity?
Starting with hiring practices, which may be rife with unintentional prejudices and systems which are developed using “neurotypical” candidate data, is the first step in this process. In addition, processes for interviews might be changed to make candidates feel less anxious.
For instance, Microsoft arranges for hire occasions that last for several days so that applicants can demonstrate their abilities. Businesses need to develop an environment in which both neurodivergent as well as neurotypical individuals may flourish. This entails refraining from treating employees uniformly.
Moreover, supervisors should “discover the optimum working and understanding styles of each expert and adjust their style accordingly.” Other essential strategies for developing an open, supportive culture that can increase productivity and loyalty include offering mentors and pals and including versatility, particularly around hybrid working.
Conclusion:
Businesses that value Neurodiversity Workplace by giving inclusion a high priority in their culture and employment procedures are said to be neurodivergent-inclusive workplaces. This entails not just making sure that everyone may enjoy a safe and comfortable atmosphere, but also appreciating the benefits of variety. Neurodiverse workers are essential to the workforce because of their special talents and abilities. Everyone benefits from establishing a work environment that acknowledges celebration and allows for neurological variations.
