Diversity is not just about race and gender. Andrea Dermody explores the benefits of embracing neurodiversity in the workplace, fostering inclusivity for all employees

Research indicates that a significant portion of the global population – 15 to 20 percent – are neurodivergent, with distinct cognitive processes. This encompasses conditions such as attention deficit disorders, autism, dyslexia and dyspraxia, adding a unique dimension to workplaces.

Despite growing emphasis on diversity, equity and inclusion (DE&I), the employment prospects and support for neurodivergent individuals remain inadequate.

As a result, neurodivergent individuals often experience higher rates of unemployment compared with the general population.

However, when organisations attract and retain neurodiverse talent, the benefits can be far-reaching.

Benefits of a neurodiverse workforce

A neurodiverse workforce can bring many benefits to an organisation:

• Increased creativity: Neurodiverse individuals often have unique perspectives and ways of thinking, which can lead to innovative ideas and solutions.
• Enhanced problem-solving skills: Neurodiverse individuals may approach problems differently from their neurotypical counterparts, which can lead to more effective problem-solving and decision-making.
• Improved productivity: By tapping into the strengths of each individual on the team, a neurodiverse workforce can be more productive and efficient. Deloitte research suggests that teams with neurodivergent professionals in some roles can be 30 percent more productive than those without them.
• Better employee retention: When organisations embrace neurodiversity, it creates a more inclusive and welcoming environment leading to higher employee satisfaction and retention rates.
• Enhanced customer relationships: A neurodiverse workforce can help an organisation better understand and meet the needs of diverse customers, leading to improved customer relationships and increased sales.

Attracting and retaining neurodiverse employees

To ensure the success of neurodivergent workers, Deloitte suggests the following three approaches:

• Revisit the hiring process: Consciously hire from diverse sources and consider how the hiring process can be made fairer by reducing artificial intelligence or natural human bias. The interview process may also require tweaking.
  Consider moving from abstract questions to accessing specific skills and experience, and do not assume that everyone will connect the dots the same way.
• Create a conducive work environment: Everyone has different working styles, but managers should consider how individuals work best and what accommodations can be made. This may be as simple as adjusting communication styles, providing workplace mentors, or considering how flexible work policies can be expanded.
• Provide tailored career journeys: Many organisations do not have specific policies to support neurodivergent talent. Clearer policies ensure that everyone understands them in the same way, and unspoken rules that some neurodivergent workers might otherwise miss should be codified.
  Tailored career paths should therefore recognise the goals, capabilities and strengths of the individual – whether neurodivergent or neurotypical.

The halo effect

What’s clear is that what organisations do to provide an inclusive environment for their neurodivergent workforce can have a halo effect on the entire workforce. These ‘universal accommodations’ are adjustments that benefit all employees, jobseekers or customers and make the workplace a better, safer, more inclusive place for everyone.

Andrea Dermody is a diversity and inclusion consultant at Dermody