Research has uncovered many ways neurodiverse workers heighten innovation, creativity and performance in our companies. Neurodiverse professionals - who make up at least 15-20 percent of today’s workforce - offer a range of cognitive approaches that drive new ideas and problem solving, and reflect resilience, agility, deep focus and perseverance. These skills are increasingly essential to navigating today’s business.
NDDCEL spoke with industry and research experts to learn more about the often untapped opportunities neurodiverse workers offer their organizations.
Neurodiversity refers to the natural variation in how people think, process information and experience the world. Neurodivergent individuals, such as those with autism, ADHD, dyslexia or Tourette’s syndrome, bring unique strengths to the workplace, but their inclusion remains limited.
World Economic Forum
Industry Insights
Training around neurodiversity at work is a top area of focus in many businesses. Ethics and compliance industry professional and NDDCEL Advisory Board member Ellen Hunt describes inclusion of neurodiverse employees as an ethical leadership imperative. “It is each leader’s responsibility to provide an environment where employees can do their best work. When we think of the concepts of organizational justice, as ethical leaders we need to hear what employees' needs are and to accommodate those needs as much as possible.”
“As a leader, you should be thinking about what you can do for your employees, and some simple questions can go a long way to increasing productivity and engagement. A question like ‘how can I help you?’ can lead to great results.”
Ellen M. Hunt
Ellen notes that the numbers of neurodiverse employees may be underestimated. “I suspect that the estimated 15 to 20% of the workforce that is neurodiverse is actually much larger since employees are reluctant to self-identify, particularly if they have been covering for years or maybe decades.Including them by conveying information in a way that is most useful for them increases innovation, effectiveness, and ultimately the bottom line. No company only wants 80 to 75% of their workforce working at their best.”
In service to inclusion we need to ensure we are offering efforts that are truly helpful. Ellen explains, “It is important to be sensitive in our attempts to be inclusive - we don’t want the unintended result of exclusion…. [like] special programs for neurodiverse employees or separating them which makes it clear to others that they are being treated differently.” Ellen describes more helpful efforts: “Training managers and human resources professionals to ask non-intrusive questions to encourage self-identification is one initiative. Another is providing training in multiple modalities so that the learner can choose which is best for them.”
Managers can respond in more effective ways
Ellen notes, “Often this issue comes up as a performance issue. A leader may have a preferred way of communicating and working, and be managing an employee for which that manager’s style is a mismatch. For example, managers who like to give verbal instructions may become frustrated with an employee who is a visual learner. The manager feels that the employee is not listening, or fails to follow instructions, when in reality the employee isn’t able to process the verbal instructions. It’s important for managers to not jump to the conclusion that the employee either didn’t want to perform the task or was not able to do so. Asking questions about what the employee found difficult about completing the project or task, and being open to modifying communication styles, can go a long way.”
Ellen recommends leaders seek insights to better lead today’s workforce. She recommends The Canary Code: A Guide to Neurodiversity, Dignity and Interactional Belonging at Work as one place to start.
Sustainable & Inclusive Spaces
Real estate design expert and NDDCEL Advisory Board member Guy Trerotola designs spaces that are inclusive and sustainable - a win-win for organizations. The built environment can be shaped to engage all of our employees. Guy points to a helpful definition provided by Harvard Medical School Publishing: “Neurodiversity describes the idea that people experience and interact with the world around them in many different ways; there is no one ‘right’ way of thinking, learning, and behaving, and differences are not viewed as deficits.”
Guy notes, “Truly good design doesn't impose a vision, it listens to a need. It starts with the individual, understanding their unique experiences and challenges, and then builds a space that empowers them to thrive. It's about creating an environment that adapts to the user, not the other way around. Designing for neurodiversity isn't just about ticking boxes or meeting regulations. It's about creating spaces where every individual feels seen, heard, and empowered to be their authentic selves. When we embrace cognitive differences and design with inclusivity in mind, we unlock human potential and cultivate a truly welcoming environment for all.”
Guy shares examples of the types of environments rooted in principles of providing spaces that allow everyone to feel welcome and thrive.
Company efforts supporting neurodiversity
Scholars describe including neurodiverse people in the workplace as an ethical and a strategic imperative for organizations, noting that with intentional efforts, all people can work in an equitable environment in which accommodations are the norm and not the exception.
Professor Joshua John Diehl researches ability, disability, and neurodiversity, and notes that companies are taking steps to do better in this space - and reminds us that there is still work to be done. For one example, he notes, “the Autism Awareness campaign was one of the most successful public health campaigns of my generation. Awareness (broadly) of neurodiversity has risen greatly, but knowledge of neurodiversity has not necessarily followed. This has often led to much misinformation. In business, including neurodiversity as part of DEI training used to be nonexistent. Even now, neurodiversity is only included in a little over half of DEI training programs. Inclusion in these programs is a first step.”
Professor Diehl notes a need for focusing on the assets of neurodiverse individuals. “One of the major mistakes when thinking about neurodiversity is focusing only on areas in need of support or accommodation, rather than the gifts neurodiverse individuals can bring to an organization…. Neurodiverse individuals, by nature, have a different perspective of the world, and can bring their own set of strengths to an organization if they are given appropriate accommodations.”
Professor Diehl cites several examples of large companies who actively recruit neurodiverse individuals for their strengths, including Microsoft's Neurodiverse Hiring Program, Ford's FordWorks program, and JPMorgan Chase's Autism at Work program.
And these lessons can be helpful to organizations of all sizes. “Programs like these can also be successfully implemented at a local level when small businesses work with local service providers. Additionally, working with local service providers can help with making the workplace more accommodating and accessible.”
Professor Diehl shares his recommendations for decision makers. He notes, “at a national level, Autism Speaks has an initiative entitled Workplace Employment Now which has several great resources. A good (longer) read might be: Navigating Neurodiversity in the Workplace: Building Inclusive Workplaces That Foster Innovation and Growth (Practical Strategies for Embracing Neurodiversity) by Peter Kowalski. Most importantly, I would suggest contacting your local nonprofit service providers to determine if there are any opportunities available in your area.”
Inclusive organizations allow all employees to contribute, and position our companies for success.
Key Takeaways:
Recognize the value your neurodiverse employees bring to your organization, and actively provide opportunities to support them.
Engage with a rich set of resources and learn from best practices that companies and researchers are providing in this space - several suggestions are below.
Design policies and procedures with all employees in mind - provide an inclusive environment where each team member is able to contribute and lead.
More from NDDCEL:
“Finding profit and purpose by hiring a workforce others overlooked” (Randy Lewis, Walgreens)
Resources and links for further reading:
“How neurodiversity in the workplace can drive business success” (World Economic Forum)
“Embracing neurodiversity to ignite innovation, inclusion” (Deloitte)
“Creating a better work environment for all by embracing neurodiversity”
“Neurodiversity and leadership: how to create a diverse and inclusive executive team” (World Economic Forum)
“Valuing neurodiversity in the workplace"(University of Arkansas Walton College of Business)
"Universally designing the workplace for neurodiversity and inclusion" (Cambridge University)
Consider how technology and tools can help or hinder a diverse workplace, such as designing web pages for greater accessibility, and improving the experience of all users with tips like these.
“This neurodivergent CEO explains what organizations can do to retain and support employees”
Neurodiversity Resources at Notre Dame: