Neurodiversity in the Workplace

In News

• Recently, the experts have been talking about the benefits of Neurodiversity in the workplace which can give a competitive edge from increased diversity in skills, ways of thinking, and approaches to problem-solving.

What is Neurodiversity?

• Meaning:
  • Neurodiversity in the workplace refers to people with neurodivergent conditions such as attention-deficit/hyperactivity disorder, autism spectrum disorders, dyslexia, dyspraxia, dyscalculia and Asperger’s Syndrome.
• Definition according to Harvard Health Publish
  • Neurodiversity is a notion that every person interacts and experiences their surroundings differently.
  • There is no right way of thinking, learning, or/and behaving. 
  • These differences should not be construed as defects or disorders. 

Major Challenges faced by them 

• Denial in Job
  • It is unjust that even with all the necessary skill sets and degrees, these persons are denied a job because they may react to situations differently from non-neurodiverse persons.
• Lack of awareness
  • While part of the problem could be lack of awareness about neurodivergent conditions, it is time organisations created a more accommodating environment.
•  Discrimination
  • The stigmas attached to cognitive disabilities cloud the judgment of existing employees and lead to direct discrimination.
•  Unsuitable work environment
  • Workplaces are typically designed to suit and benefit neurotypical employees without considering the special needs of neurodiverse people. This hinders the productivity of differently-abled staff members.
•  The assumption of “one-size-fits-all”
  • Most companies rely on a “one-size-fits-all” mentality regarding neurodiverse employees. However, this approach is ineffective in creating a positive work environment, and it often leads employees to become distressed at work.
•  Neurodiversity and mental health
  • There is a prevalent misconception that neurodiverse people are mentally “disabled.” In truth, neurodivergent people simply function, learn and process information differently than others.

Importance of hiring Neurodiverse people in the workforce

• Competitive edge
  • Organisations embracing neurodiversity enjoy a competitive edge in several areas such as efficiency, creativity, and culture.
• More productive
  • A study by JPMorgan Chase shows that professionals in its ‘Autism at Work’ initiative made fewer errors and were 90% to 140% more productive than neurotypical employees.
• More efficient
  • Studies have shown that teams with both neurodivergent and neurotypical members are far more efficient than teams that comprise neurotypical employees alone.
• Handling complex and repetitive tasks
  • Neurodivergent individuals possess excellent attention to detail and an uncanny ability to focus on complex and repetitive tasks over a more extended period than their neurotypical peers.
• Speed of work
  • A study by the University of Montreal found that in a test involving completing a visual pattern, people on the autism spectrum could finish their task 40% faster than those who were not on the spectrum. 
• Better reasoning power
  • People with dyslexia have more robust spatial reasoning — they can think about objects in three dimensions and analyse such objects even with limited information.
• Problem-solving capabilities
  • They are often out-of-the-box thinkers with average or above-average intelligence.

Way Forward

• There is an urgency to create a work environment that welcomes neurodiverse individuals.
• Companies such as Deloitte, Microsoft, SAP, JPMorgan Chase, and E&Y have introduced neurodiversity hiring programmes.
  • Indian-origin companies Hatti Kaapi and Lemon Tree Hotels have also included a neurodiverse workforce.
• Human resources and leadership teams must work together to ensure that the workplace is mindful of and cooperative towards neurodiverse individuals.
• The process of building an inclusive culture includes customising interviews, ensuring day-to-day assistance for these specially abled individuals, and providing proper infrastructure so that they can perform at their optimal levels.
• Organisations must not only remove barriers that obstruct the progress of such individuals but also create conducive conditions for them to achieve their true potential.
• Mentorship programmes can benefit some, while others might require professional training on shared social and communication skills.
• Neurodivergent friendly offices catering to the employees’ diverse sensory responses can help ensure that these employees are comfortable in office spaces.
• Companies need to widen their definition of inclusivity by providing higher participation of a neurodiverse workforce.

Source: TH