It sounds so simple, doesn't it? The idea that our companies, our industries, our economy as a whole, need fresh and creative ideas to thrive. That conformity eventually leads to stagnation. And if asked, we'd surely all agree that if nothing changes, then, you know... nothing changes.
But what does this mean in practice? And if we were all being absolutely honest with ourselves, do we lean in and lend our support to this idea, every day, in our organisations? Disability History Month starts on the 19th of November, and we thought we’d take this opportunity to consider the experiences of neurodiverse people in the modern workplace.
So what is neurodiversity? It’s a term sometimes used to describe people whose cognitive profiles differ from societal norms – or, in plain English, those whose brains function and process information in a way that's different from the majority of people. It can cover better-known diagnoses such as autism, ADHD, dyslexia, and dyspraxia, but also those with which you might be less familiar – such as dyscalculia, dysgraphia or Tourette syndrome. You might think that it's something of a niche issue, but in reality it’s thought that approximately 15 to 20% of the population is neurodivergent. That's a significant proportion of the community - and when we include those whose children or other family members experience neurodiversity, we think that this is a conversation which really matters - and which has historically been overlooked.
In the past, negative stereotypes about neurodiverse people were often given disproportionate airtime; there was relatively little discussion about the incredible talent that they brought to the workplace. But thankfully, things are changing. A study from JP Morgan Chase showed that in some jobs, autistic employees could be up to 140% more productive than their neurotypical counterparts, with fewer errors. Another from EY reported that neurodiverse teams were 1.2-1.4 times more productive and accurate than comparable groups. Impressively, at software giant SAP, one neurodivergent employee's solution saved the company $40 million.
Of course, not all neurodivergent employees are the same, and each individual will bring their own strengths and challenges to the table. However, there are positive features of some neurodivergences which are mentioned time and time again. The hyperfocus of some individuals with ADHD means that they often display incredible productivity. The pattern recognition skills and "big picture thinking" of some dyslexic people mean that they’re able to spot trends in relationships and data much sooner than others, enabling them to make better decisions at work, and leading to huge benefits for their employers. Many neurodivergent individuals bring unique problem-solving perspectives and creativity to their companies. And we can probably all agree that fresh perspectives on organisational challenges are going to be essential if we're all to weather the ups and downs – both economic and technical – of the next decade. Finally, there are suggestions that retention rates and all-workforce morale are much higher in organisations that champion neuroinclusion. It's clear, then, that increasing workplace access to neurodiverse individuals isn't a favour, or a concession; it's a sound business strategy, leading to lower costs, improved growth and innovation, a competitive edge, and a happier workforce.
So, having established the benefits of a more diverse workforce, what can we do to make sure that organisations are neuroinclusive, and to reap the benefits of these new perspectives? Well, it may take a fresh approach; historically, the statistics have been somewhat disheartening. Rates of employment among neurodivergent individuals are still significantly lower than in the general population, and their experiences of the workplace have not always historically been positive ones. Neurodivergent employees have over the last few years been more likely to report that they felt lonely at work and 20% have reported that they have experienced harassment or discrimination at work because of their neurodivergence.
There are practical solutions, though. And we're glad to report that as more data becomes available, an increasing number of organisations are keen to attract and retain neurodiverse teams. We think the first, and perhaps most important, requirement is that we all approach the issue with a clean slate, free of preconceptions. Our neurodivergent colleagues shouldn't be reduced to stereotypes or treated as a homogenous block. It’s very much in everyone’s interest to make sure that they’re not - at a company level and at a societal level. After all, the LSE suggests that doubling the employment rate for autistic people could boost the UK economy by up to £1.5 billion each year. Everyone - neurodiverse or neurotypical - obviously has their own skillset and their own preferences about what working patterns or workplace support might enable them to fulfil their potential.
Trained managers who can perhaps see past traditional hiring methods and questions, and really consider what someone can offer to an organisation, can be champions for change in their own companies, if they have the information and the curiosity they need to make the leap to a different way of doing things. And HR teams can help by making sure that managers have the power to implement neurodivergent-friendly ways of working. The ability to make small changes without needing them to be signed off via multiple layers of red tape can enable neurodivergent employees to enter and stay in the workplace in a way they might not have been able to do in the past. The Return-to-Office mandate of recent years is a great example of this; it often disproportionately affects staff who might struggle with crowds and noisy, bustling public transport. One study found that more than half of neurodivergent employees who had received an instruction to return to the office were reconsidering their future with their organisation as a result, and such mandates were also found to reduce employee engagement, diminish career satisfaction and increase burnout.
Flexibility, in particular, is a major contributor to job satisfaction and long-term professional stability for many neurodivergent employees. For those who might otherwise spend their work days masking in an office environment, risking burnout, the ability to work wholly or partially from home can lower stress levels significantly. Access to a quiet working space in the office, rather than a lively open-plan work area, can reduce sensory overload and increase productivity. Travel is often a major barrier to accessing the workplace; adjusted start and finish times, to enable team members to avoid rush hour, can be make-or-break for many people. And the ability to work compressed hours, to maximise the benefit of hyperfocus for an individual with ADHD, can make a huge difference - for both the employee and the company.
None of these are expensive, time consuming or particularly labour-intensive tweaks for organisations, but the benefits that can be secured by trialling them might be enormous. Our society is changing at an ever-faster pace. And our organisations, and how they'll need to operate as we move forward into the tech-driven future, are changing. Fortune favours not only the brave, but also those who can look at the world in a different way - either due to their own neurodiversity or because they've extended a hand to the right person at the right time. It could be you.