The benefits of a neurodivergent workforce

Our Head of Equity and Diversity, Yvonne Smyth, explains why recruiting neurodiverse people could bring a whole new range of skills to your company. Read her survey of the companies doing it right. 

Figures show that a large percentage of adults with brain differences are being left out of the world of work. In this article, we’ve explored why you should be doing more to hire neurodiverse employees in your organisation.

• A 2020 McKinsey study found that a very high number of neurodiverse, employable adults do not hold paid employment. This is a huge loss of potential that could benefit organisations. 
• The non-profit Autism Europe stresses that neurodiverse people have an alternative skillset to offer in the workplace. This includes technical skill, concentration and high knowledge recall. A number of organisations in the US and UK are now looking at this potential, hiring large numbers of neurodiverse employees.
• To get the best out of neurodiverse hires, it is crucial that organisations are willing to make reasonable adjustments. This has to start at the interview stage but does not always need to be an onerous process. Often it is about small, easily-managed accommodations. However, research suggests that up to 32% of employees say their employers make no such adjustments.
• Aspiritech, a company composed of 100% autistic employees, has advice for any company aiming to embrace neurodiversity. They suggest “just jumping in.” Being kind and open to two-way communication about need and best-practice. 

Neurodivergence in the workplace: Background

Diversity and inclusion (D&I) has been a major area of focus for many organisations in recent years, and for good reason. A 2020 McKinsey study found that companies in the top quartile for gender diversity outperform their competitors by 25%, whilst those in the top quartile for ethnic diversity outperform their competitors by 36%. This is direct evidence that diversity leads to concrete results.

However, though businesses are taking steps to improve on D&I representation of workers from traditionally marginalised groups, other areas are still being overlooked. Adults with neurological differences such as autism, Asperger’s syndrome, attention deficit hyperactivity disorder (ADHD) and dyslexia are being excluded from the workforce in swathes. 

In examining autism in the workplace as an example, the problem is clear. In the US, 85% of college graduates with autism are unemployed. In Australia, just 40% of people with autism are employed, compared to 83% of people without a disability. Here in the UK, only 32% of autistic adults have paid employment of any kind – with only 16% holding full-time roles.

With so many employable neurodiverse adults side-lined, we need to wonder what businesses are missing out on? Could improving the workplace representation of neurodiversity actually bolster a company’s skill set? 

Why you should prioritise the benefits of neurodiversity

Tackle talent shortages and find alternative strengths

Autism Europe suggests that though people with Autism can struggle with social interaction, they often display high levels of concentration and technical skill. Similar skills are also often seen in workers with Asperger’s syndrome. Meanwhile, an EY report indicated that people with dyslexia often display leadership, creativity and initiative – the most in-demand skills for the workforce of the future. 

Carlene Jackson, CEO of tech company Cloud9 Insight – who is herself dyslexic – estimates around 30% of her employees are neurodiverse. Describing the benefits these employees can bring. According to Jackson “firms just need to understand the value of having people that don’t think in a traditional way. We find the ability to focus and be loyal are strong autistic traits. Why wouldn’t we want this in our business?”

Some of the abilities common to these demographics are particularly useful for STEM industries. Microsoft’s Autism Hiring Programme and IBM’s Ignite Autism Spectrum Disorder programme are just two of the schemes set up by big-name tech firms to actively hire more neurodiverse employees.

US software and quality assurance (QA) non-profit Aspiritech has gone further still. The company’s entire workforce is made up of people on the Autism spectrum. Founders Brenda and Moshe Weitzberg set up the business in 2008 after their autistic son Oran was turned away from many jobs.

“Our clients benefit from an affordable, US-based, highly-skilled solution for their QA testing needs,” says Brad Cohen, Chief Marketing Officer. “The staff gain a well-paying job in a suitable environment that supports their long-term employment. Everyone gains when people are given the opportunity to use their skills for meaningful, well-paying work that leads to a fully independent life.”

The benefits are long-term as well. Aspiritech has a retention rate of 95 per cent and team leaders and managers are hired from within the organisation.

It’s important to tailor support to neurodiverse colleagues

Though there are many benefits to neurodiverse representation in the workplace, the reality is that many organisations are simply not set up to help these neurodivergent employees succeed. One of the biggest challenges is around improving understanding and awareness.

Mike Blake, the Wellness Lead at Willis Towers Watson explains that “Research we conducted found 32% of UK workers said their employer fails to offer additional help or support for neurodiverse employees.” However, as Blake points out – that’s often because leaders are unaware of the need. 

“The first thing employers must do is accept they’re likely to have neurodiverse staff already in place. These are employees who might be suffering because they are trying to do a job that their neurodiversity makes very difficult.”

Organisations also need to ensure that colleagues are aware and accepting of their peers’ different needs. “This is the tougher task,” says Dr Nancy Doyle, CEO of Genius Within. “The paradigm shift is for everyone to ask ‘what are the benefits that neurodiverse people can bring to the table?’ Current thinking around neurodiversity is still closer to disability and discrimination legislation – about making reasonable adjustments – rather than seeing the actual benefits in the whole.”

Adjustments start at the interview stage

When it comes to making adjustments to recruitment practices, there are a number of barriers to overcome. Aspiritech’s Brad Cohen points out that weak social skills, a lack of eye contact, and difficulty with interviewing skills can hide the candidates’ true abilities.

However, as Cohen explains, “awareness of these issues can open up opportunities for both the job seeker and the employer. There are many resources to assist employers with best practices and tips on hiring.”

He says the secret to Aspiritech’s success in hiring neurodivergent employees is in offering them the support they need. “We employ 116 QA testers who are autistic, plus a handful of support staff to help our autistic employees with both hard and soft skills. Aspiritech also offers daily and weekend social activities, coding clubs, women’s groups and many other planned free activities to build an environment where our staff can shine.”

Helen Needham, Managing Principal at global management consultancy Capco, has experienced the differences small adjustments can make first-hand. She was diagnosed with autism in her 40s and says that she struggled with the decision to ‘come out’ in 2018. “My condition means I can’t read people’s emotions the way normal managers can. I was conflicted about opening up,” she recalls, “because once you do, you can’t take it back, and I didn’t want people to think it was me excusing myself for a certain type of behaviour. What I decided, though, is that this is simply me. My brain just operates differently.”

Since revealing her autism, Needham, who also runs the Me.Decoded forum for other autistic people, says she’s had huge support. She now has what she calls her ‘social bridges’ – trusted colleagues who help her understand the feelings of her team and emotions she may have missed.

To get started, open conversations

Cohen encourages businesses looking to learn to contact Aspiritech, as the organisation is ready and willing to share its experience. For those looking to make their workplace more suitable for neurodivergent colleagues, he suggests starting by simply taking the plunge.

“Just do it! Start by being really nice but think about the social challenges that the candidate is facing. Once a person becomes an employee, find them a mentor or co-worker who they can meet with. Ask the neurodiverse employee what simple adjustments could help make them more productive. Many of these accommodations are really easy; a quieter area to sit, noise-cancelling headphones, a place to decompress or eat lunch in private.

Cohen stresses that communication is key, but it takes acceptance on both sides. “By all means invite a neurodiverse colleague to lunch or coffee, but don’t be offended if their response is frank. Be clear about communication protocols and listen to their ideas. You may be surprised at the value a neurodiverse hire can bring.”