Why Neurodiversity in the Workplace Matters

Many leaders say they value diversity, but they often overlook one of the most important forms of difference on a team – neurodiversity. When organizations build workplaces that welcome different ways of thinking, processing information, communicating, and solving problems, they gain more than inclusion. They gain creativity, innovation, and stronger problem-solving across the board.

The challenge is that many traditional hiring and workplace practices were designed around neurotypical norms. If you want neurodivergent employees to thrive, you need to rethink both how you hire and how you support people once they join the team.

I recently spoke with Gregg Gregory on his podcast The Teamwork Advantage about the importance of neurodiverse teams and how to nurture them.

So, what can businesses and managers do to hire more neurodivergent people and create a workplace that allows them to thrive?

How Hiring Practices Can Exclude Neurodivergent Talent

Many traditional hiring practices do not accommodate people with neurodivergence, or only accommodate those who have learned to mask their neurodivergence. Masking is the ability to act like a neurotypical person in social settings. This behavior is often learned while young to fit in with peers.

Traditional hiring practices are tailored to people with neurotypical brains. They require a good grasp of social norms to succeed. In-person interviews, for example, require a lot of eye contact and positive body language. It also requires the interviewee to read between the lines and address the subtext of a question along with the actual question. These practices would rule out some candidates with Attention Deficit Disorder with Hyperactivity (ADHD) or autism, regardless of how capable they are for the actual role.

The practice of asking for a resume or cover letter may also eliminate neurodivergent people. It is an obvious barrier for people with dyslexia, but other neurodivergent groups may also struggle to know what to write. Unless they get professional help to write these documents, they may not even make it through the process to get an interview.

Currently, more companies in sectors like technology and finance are recognizing that neurodivergent employees bring valuable strengths to the workplace, including pattern recognition, innovation, focus, persistence, and unconventional problem-solving.

Companies that are looking to hire neurodivergent employees haven’t dropped traditional hiring practices, but they have added processes that allow them to better assess the suitability of candidates. In many cases, they ask candidates to complete mini-projects or solve problems to see their abilities. This is a win-win situation for companies because they are hiring people who can do the job, not just people who fit the neurotypical mold.

How to Build a Neuroinclusive Workplace Culture

Hiring a neurodiverse team is only part of the process. Companies also need to create an atmosphere where neurodivergent people feel safe and comfortable. Without this, your neurodivergent team members will not thrive, or worse, they may face hostility from colleagues or managers.

I like to look at the pandemic as an example of what happens when companies accommodate the needs of their employees. Before the pandemic, corporate culture was adamant that employees needed to be in the office to achieve peak productivity and collaboration. It was thought that allowing employees to work from home would cost too much in terms of productivity, system management, and company culture.

But when the world was forced to work from home, we discovered that wasn’t the case. Companies that loosened the reins and were open to different ways of working thrived during the pandemic. So, for companies who wonder how best to support neurodivergent workers, the answer is, the same way you supported workers during the pandemic. Let your team tell you how they work best, be open to trying different things.

It is not just people with autism, ADHD, or sensory processing disorders who will benefit. Taking a flexible approach to the workplace will benefit all your employees. It will help people with different learning preferences, different social capacities, and even those experiencing stress to have a better workplace experience. Discussions around working styles and needs will help your team become more sensitive to each other’s needs.

A great example of this is Ultranauts Inc., a software testing company that employs many autistic people. All new hires are given a BioDex, A user manual for every teammate, that introduces them to their new team members. Included in the BioDex is data about preferred working styles and communication methods to ensure a harmonious work environment. 

This kind of initiative not only helps neurodivergent team members, but neurotypical team members also benefit from people communicating with them in their preferred manner.

An employee user’s manual is a great step in promoting the cultural change that is necessary to successfully create a neurodiverse team. It provides opportunities for people to consider their work preferences and understand that others may have different inclinations. So, when someone with a sensory disorder needs to wear earbuds or headphones at work to concentrate, it is less likely to cause offense to other team members. It also opens the door for neurotypical employees to be able to use noise-canceling headphones when they need to concentrate; open-plan offices aren’t conducive to deep focus.

Simple Workplace Accommodations That Help Everyone

Being open to creating a workplace that is conducive to the needs of neurodivergent employees means understanding that people work best in different ways. While it’s important to have conversations about how to make workplaces more inclusive to neurodivergent people, these conversations are futile when C-Suite executives promote a “one size fits all” approach to workplaces. Even neurotypical people don’t all work in the same way. Extroverts may thrive in open-plan offices, while introverts would prefer more privacy. Visual learners may struggle in verbal brainstorming meetings, while auditory learners may thrive.

By empowering employees to discuss their individual needs, businesses can create a workplace where workers can reach their full potential. Think about it; an introvert is never going to be able to do their best work in an open-plan office when people keep stopping by their desk to “pick their brain.” But if they had the ability to tailor their work environment to their needs, they could improve their output. It doesn’t require renovations or expensive tools. An introverted employee could discuss working from home when they need to or wearing headphones in the office when they need more focus. They could discuss their communication preferences with colleagues and ask them to email instead of stopping by.

Yes, these culture shifts make the workplace accessible to neurodivergent people, but they also result in an overall happier, more productive workforce. Cultivating a neurodiverse team should not be viewed as disruptive or too much work; it is a win for everyone involved.

FAQ

What is neurodiversity in the workplace?

Neurodiversity in the workplace refers to the presence of employees who think, learn, process information, and communicate in different ways. A neurodiverse workforce includes both neurotypical and neurodivergent individuals. When organizations recognize and support those differences, they create stronger, more innovative teams.

What does it mean to build a neuroinclusive workplace?

A neuroinclusive workplace is a work environment designed to support different thinking styles, communication preferences, sensory needs, and problem-solving approaches. This can include flexible communication methods, alternative hiring practices, sensory-friendly options, and clear expectations that help all employees do their best work.

How can hiring practices be more inclusive for neurodivergent candidates?

Hiring practices become more inclusive when we reduce unnecessary reliance on resumes, cover letters, eye contact, social performance, and vague interview questions. Employers can use work samples, problem-solving tasks, job previews, and clearer communication to assess whether a candidate can do the job rather than whether they fit a narrow social mold.

What workplace accommodations help neurodivergent employees thrive?

Helpful accommodations may include flexible work location, quiet spaces, headphones, written follow-up after meetings, clear deadlines, predictable routines, visual supports, and communication preferences that reduce ambiguity. Many of these supports help all employees, not only neurodivergent team members.

Why does neurodiversity benefit workplace teams?

Neurodiversity benefits teams because people who think differently often bring unique strengths in creativity, pattern recognition, problem-solving, innovation, attention to detail, and systems thinking. A team that includes different cognitive styles is often better equipped to identify inefficiencies and generate fresh solutions.

Neurodiversity, Neurodivergent, and Neurodiverse: What the Terms Mean

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal, or neurotypical. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post How to Build Neurodiverse Workplace Teams That Thrive appeared first on Susan Fitzell.

Stimming is short for self-stimulatory behavior. It includes repetitive movements or repeated use of objects, and it shows up in autistic people, people with ADHD, people with sensory processing differences, and plenty of neurotypical people, too.

Nail biting, leg bouncing, pen clicking, hair twirling, and chewing on a pencil all fit the same basic pattern. The difference is that neurodivergent stims can be more visible, more frequent, and sometimes unsafe, which is why they attract attention in classrooms, clinics, and workplaces.

The reframe matters: many stims are a form of self-regulation, not defiance. For some people, a stim adds input when the brain is under-stimulated. For others, it helps dampen or organize input when the environment is too loud, bright, busy, or unpredictable. Stimming can help regulate stress, anxiety, boredom, fear, emotional overload, sensory overload, and sometimes it is simply how a person expresses excitement and joy.

That is the practical “why” behind sensory rooms. A sensory room is a dedicated space that lets someone meet a sensory need safely, with less social judgment, and with fewer harmful coping behaviors. Instead of forcing a child or adult to spend their energy masking, a sensory room provides a controlled environment where regulation can happen faster and with less fallout.

Suppressing Stimming?

What went wrong for years is the same thing that happens with nail biting. People see the behavior and try to stop it without addressing the reason it started. When you suppress harmless stims because they look unusual to others, you remove a coping tool and increase stress. If a stim is harmful (skin picking, head banging, hair pulling), the answer still is not “ban it and move on.” The answer is “reduce risk while you solve the underlying need,” which often includes safer substitutes, environmental changes, and predictable ways to take breaks.

Sensory Rooms Accommodate Stimming in a Healthy Way

Sensory rooms support that approach. They can be simple or elaborate, but the best ones do the same core job: they give a person more control over sensory input and a place to reset before stress escalates. That can include tools for tactile input (fidgets, textured items), proprioceptive input (weighted lap pads or blankets), visual control (dimmers, lamps, reduced glare), and sound control (soundproofing, white noise, permission to use noise-canceling headphones).

This also is not “just a kid thing.” Children who stim grow into adults who still have sensory needs. In fact, sensory stress can compound at work because many neurodivergent adults are actively trying to look “fine” all day. When someone is spending effort to mask, it reduces bandwidth for focus, communication, and stamina. A sensory space is one concrete way to reduce that load, and it often helps neurotypical employees too. Quiet and control are not niche benefits; they are human benefits.

A workplace example makes the point. An employee in a bright, open office manages most days, but a personal stressor pushes their nervous system over the edge. They cannot think clearly, their breathing feels tight, their heart rate climbs, and concentration drops. A short reset in a private, darker room, with fewer inputs and a chance to use a calming body position, helps them regulate in about ten minutes and return to work. The lesson is not that the employee is “fragile.” The lesson is that capacity changes with cumulative stress, and having a predictable reset option prevents a small overload from becoming a full derailment.

If you are setting up a sensory room, design it around control and choice. Privacy matters. Lighting options matter. Sound options matter. Seating options matter. Include a few “input” tools (fidgets, textured items, chewable options) and a few “calm” tools (weighted items, soft blankets, a neutral couch, a yoga mat). Add a clear usage policy that keeps access fair and keeps the space respected, and pair it with culture cues that make it safe to use. A room no one feels permitted to use is a room that will not help.

Finally, use accurate language. Neurodiversity refers to the natural diversity of minds across humans. Neurodivergent describes an individual whose cognitive style diverges from dominant norms. Neurotypical describes the majority cognitive style. “Neurodiverse” is best used as an adjective for a group or environment, not for an individual person. Susan_Fitzell_Style_Guide_v1.0

FAQ

What is stimming, and who does it?

Stimming is self-stimulatory behavior, usually repetitive movements or repeated interaction with objects. Autistic people and people with ADHD or sensory processing differences may stim more visibly or more often, but many neurotypical people stim too (nail biting, leg bouncing, pen clicking, hair twirling).

Why do neurodivergent people stim?

Stimming is often a regulation strategy. It can reduce sensory overload, organize attention, manage stress or anxiety, prevent emotional overwhelm, or provide needed stimulation when the brain is under-stimulated. Sometimes it also expresses joy or excitement.

Should schools or workplaces stop stimming?

Stopping harmless stimming without addressing the underlying need usually increases stress and can worsen regulation. If a stim is unsafe or damaging, the goal is to reduce harm while meeting the sensory need in a safer way, not simply banning the behavior.

What is a sensory room, and what problem does it solve?

A sensory room is a dedicated space designed to support sensory regulation. It gives a person a controlled environment to reset, meet sensory needs safely, and return to learning or work with less escalation, less masking, and fewer harmful coping behaviors.

What should a simple sensory room include?

Start with privacy and environmental control: adjustable lighting, reduced noise or white-noise options, and comfortable seating or space to lie down. Add a small set of regulation tools like weighted lap pads or blankets, soft blankets, a yoga mat, a few fidgets or textured items, and clear guidelines for respectful use.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Sensory Rooms and Stimming: Practical Supports for Autism, ADHD, and Sensory Processing Needs appeared first on Susan Fitzell.

Are your teams struggling with communication roadblocks or rigid processes that stifle brilliant, unconventional solutions? Many organizations unintentionally create a “hidden productivity gap” when they prioritize conformity over individual cognitive needs. By making strategic, small shifts in your environment and leadership approach, you can create a truly brain-friendly workplace that unlocks higher employee performance across all thinking styles.

What and Why: Brain-Friendly Leadership

Cognitive diversity recognizes the natural variation in human brains regarding processing information, communication, and learning. This variation includes both neurotypical (NT) and neurodivergent (ND) individuals – those with diagnoses like ADHD, dyslexia, or autism.

Brain-friendly leadership involves implementing Inclusive Dynamic Workplace Design (IDWD), a holistic framework that adapts policies, physical spaces, and communication strategies to support diverse cognitive needs. Rather than viewing differences through a deficit model, this approach applies a gifts-mindset that focuses on leveraging unique strengths and aptitudes.

As an internationally recognized Certified Speaking Professional (CSP) and a neurodivergent adult with dyslexia, ADHD, and autism, I bring four decades of experience helping leaders bridge the gap between varied learning needs and professional success. Focusing on how people actually think and learn is crucial, especially since neurodivergent employees are estimated to comprise between 17% and 33% of the American adult workforce (High Lantern Group, 2024).

Benefits of Adopting Brain-Friendly Strategies

By prioritizing cognitive diversity and removing barriers, businesses gain a strategic advantage.

• Higher levels of quality, efficiency, and overall productivity
• Increased patenting and radical innovation (SAP data confirmed this outcome)More original solutions to complex problems
• Improved process improvement and time savings
• Enhanced employee loyalty and reduced turnover

How to Do It: Practical Productivity Strategies

Successfully maximizing employee performance requires intentional adjustments to the pillars of daily work: communication, workflow, and meetings.

Optimize Communication for Clarity

A neuroinclusive culture hinges on clear, direct communication that respects varied processing speeds and styles. Managers must be aware that auditory information retention is often low; typically only 10% of people retain all auditory information presented while many miss key details entirely.

• Use Visual Reinforcement: Always couple verbal instructions and presentations with visuals, flowcharts, or posters to aid recall and comprehension, particularly for visual learners or those with central auditory processing disorder (APD). Visual content retention can be as high as 65%, compared to 10% for auditory content alone.
• Practice Active Listening: Invest in training to improve active listening skills, which are fundamental to hearing and addressing team members’ concerns, especially when communication styles differ.
• Assume Best Intent: When a colleague is blunt, asks many questions, or struggles with eye contact, interpret their actions positively. Asking many questions, for instance, often means the individual needs to understand completely, not that they are criticizing or judging.
• Establish Group Norms: Define explicit expectations for meeting behavior and communication protocols early on. This reduces anxiety and ensures everyone feels safe and respected.

Streamline Workflow with Flexibility

Restricting potential, such as forcing a high-performing engineer into mundane administrative tasks they struggle with, limits business success,. Effective productivity strategies focus on placing employees where their differences can shine.

• Prioritize Core Aptitude: Redesign roles and workflows to focus employees on what they are most talented at, ensuring they laser-focus their efforts on maximizing their aptitude. For example, a dyslexic employee with excellent spatial awareness might thrive in loss control or risk management, even if they struggle with text-heavy tasks.
• Offer Universal Accommodations: Proactively provide essential tools to everyone without requiring formal disclosure. Examples include noise-canceling headphones, balance balls, adjustable lighting, or quiet rooms (chill spaces). This makes accommodations the norm and helps reduce perceptions of favoritism.
• Provide Flexible Work Options: Recognize that for some, bright lights, noise, and constant interaction are counterproductive. Remote or hybrid work options allow employees to customize their environment for optimal focus and productivity.

Design Inclusive Meetings and Workplace Learning

Traditional instructional methods, such as long verbal lectures or computerized tests, disadvantage many divergent thinkers and undermine workplace learning ROI.

• Pre-Share Information: Send meeting materials or agendas in advance. This eases anxiety and allows employees to process topics ahead of time, enabling richer contributions from all present.
• Integrate Brain Breaks: For meetings or training longer than an hour, build in short breaks (e.g., 5-15 minutes every 60-90 minutes),. These productivity strategies prevent cognitive fatigue and help everyone maintain focus and retention.
• Vary Presentation and Assessment Formats: Avoid relying solely on lecture-style delivery. Incorporate blended learning, microlearning, or hands-on activities to engage different learners. Offer alternatives to traditional written exams, such as presentations, simulations, or one-on-one discussions, to assess understanding accurately.
• Use Reinforcement Techniques: Utilize interactive activities like “Think/Pair/Share” or encourage mind mapping. These collaborative techniques reinforce learning and allow employees to process information without being put on the spot.

Examples & Templates

Anecdote: Prioritizing Skill over Social Performance

When I was interviewing a writer via Zoom, I noticed she had a flat affect and almost no animation. Traditional hiring practices, which value conversational performance and conformity, might have led me to dismiss her. However, because I was hiring for writing skills, not presentation skills, I focused on her aptitude. She later disclosed she was autistic and wrote much better than she spoke, confirming that judging her on interview skills instead of core capability would have resulted in missing out on valuable talent. This outcome demonstrates the value of brain-friendly leadership that prioritizes actual job performance.

Template: The Biodex Check-in

The Biodex check-in acts as a universal “user manual” for team members, normalizing the sharing of communication and work preferences to promote cohesive collaboration.

Quick Check-In Template for Teams (Daily or Weekly)

• Preferred Communication Channel Today: (e.g., email, urgent calls only, instant message).
• Expected Response Time: (e.g., immediate, within 2 hours, delayed due to focused work).
• Top Focus Task: (What requires uninterrupted time today).
• Potential Triggers or Distractions: (e.g., sensory needs, need quiet space, high-energy day).
• Preferred Feedback Style (for new task): (e.g., written steps, visual checklist, verbal debrief).

Measure & Iterate: Tracking Cognitive Diversity Success

Tracking the success of productivity strategies involves looking beyond basic output metrics to assess how well your organization supports diverse thinkers.

• Monitor Accommodation Utilization: Track the rate at which universal accommodations (e.g., use of chill spaces, flexible scheduling) are accessed by all employees, not just those who disclose a diagnosis. High utilization proves these resources enhance employee performance.
• Review Performance Focus: Ensure performance reviews operate under a gifts-mindset by prioritizing leveraging individual strengths and unique talents, rather than focusing solely on perceived deficits or conformity to communication norms.
• Assess Psychological Safety: Use anonymous pulse surveys to gauge employee comfort in speaking up, asking questions, or suggesting unconventional ideas. A culture of trust means employees share divergent ideas rather than shutting down after being criticized.
• Analyze Talent Flow: Track the efficacy of skill-based hiring assessments versus traditional interviews in identifying high-aptitude individuals, confirming that practices mitigate bias and attract a wider range of cognitive diversity.

Frequently Asked Questions

Q: Why do we need “brain-friendly leadership” if employees are already performing?

A: The concept moves beyond just adequate performance to achieving maximum potential and innovation. Many neurodivergent employees are masking their challenges, which is exhausting and reduces their capacity for creative output. Brain-friendly practices release this hidden capacity, driving radical innovation, process improvement, and higher team efficiency (Ernst & Young and SAP studies show this competitive advantage).

Q: Does accommodating one employee’s needs create an unfair advantage or favoritism?

A: No, providing reasonable accommodations is equity, not favoritism. Brain-friendly leadership ensures that accommodations are available universally wherever possible (e.g., noise-canceling headphones for anyone who needs to focus). This approach benefits all employees by enhancing concentration and efficiency, normalizing support, and moving away from a punitive mindset.

Q: How can managers encourage divergent thinking without disrupting team cohesion?

A: Managers must actively foster a culture of psychological safety where unconventional ideas are welcomed, not shot down. Using structured communication techniques, such as the Biodex check-in or utilizing visuals during problem-solving sessions (mind mapping), helps manage potential friction while ensuring all team members feel respected and heard, maximizing collective cognitive diversity.

Q: What is the most important “small shift” for better workplace learning?

A: The most impactful shift is recognizing that employees learn differently and deliberately using visuals to reinforce auditory information. Presenting content in multiple formats (written, visual, or recorded) maximizes information retention for everyone, especially supporting those with dyslexia or auditory processing challenges.

Conclusion: Investing in How We Think

Neurodiversity is not a challenge to be managed; it is a vital form of cognitive diversity that serves as a powerful accelerator for innovation and productivity. By intentionally adopting brain-friendly leadership practices and focusing on individual strengths, you move your organization beyond standardized performance toward a future where every employee’s unique potential is maximized. This is how you close the hidden productivity gap and ensure lasting competitive success.

Take the first step toward enhancing your employee performance: Immediately implement active listening training for all team leaders to foster a culture of understanding and collaboration.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Unlocking the Hidden Productivity Gap: How “Brain-Friendly Workplaces” Boost Performance appeared first on Susan Fitzell.

Consider This Perspective on Neurodiversity

When my son Ian was three, he was doing puzzles designed for eight-year-olds. He was that kid who took apart old appliances just to see how they worked. His mind was curious, wired for exploration and innovation. But in school? He was behind in reading. Teachers misread his difficulty as distraction. One teacher even told him he “wasn’t honors-level material.”

Today, Ian is an award-winning mechanical engineer working on cutting-edge hydrogen fuel technology. He’s been recruited by top automotive firms to push the boundaries of sustainable design.

Here’s what I need you to know: Ian didn’t succeed because the system finally saw his strengths. He succeeded because he had support, advocacy, and someone—me—who knew how to fight for him.

Not every neurodivergent child or adult has that. And that’s the quiet danger in how we talk about neurodiversity.

As someone who’s lived with dyslexia, ADHD, and central auditory processing disorder—and spent decades helping organizations build more inclusive cultures—I am a fierce believer in a gifts-mindset. I’ve seen firsthand how focusing on strengths can change lives. But we have to be careful not to romanticize success stories like Ian’s as the norm. Because without systemic change, they won’t be.

Strengths don’t erase struggle. And no one should have to outperform their barriers to be seen as worthy

When companies focus solely on “high-performing neurodivergent talent,” they risk reinforcing the very structures that keep so many brilliant minds from ever being recognized. I’ve worked with individuals who are creative problem-solvers, deep thinkers, and innovative leaders—but they’re exhausted, overlooked, or forced to mask in environments that don’t value their needs.

That’s why I developed the Inclusive Dynamic Workplace Design™ framework. It’s not about perks or productivity hacks. It’s about rethinking how we structure work to support all brains—not just the ones that can push through discomfort to deliver results.

Because even the most gifted seed won’t grow in toxic ground.

If we truly want to harness the power of neurodiversity, we must do more than celebrate potential—we must create spaces where potential can breathe.

 

 

You might also like:

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The post 🌱 Gifts Can’t Thrive in Broken Soil: Why Strengths Alone Aren’t Enough appeared first on Susan Fitzell.

My Journey with Dyslexia

Reading has always been a challenge for me. I can read, but I’m a very slow reader. When my son’s eye doctor diagnosed him with dyslexia*, I decided to get an eye exam for myself and his sister, too. During my exam, the doctor said, “Well, the apple doesn’t fall far from the tree. You are also dyslexic!” This was my first diagnosis under the neurodivergence umbrella.

Struggling with Edits

Fast-forward a few years. I was working on my book, “RTI for Secondary Teachers,” and received the copy edits from my editor at Corwin. The recommended changes were in Times New Roman, 12-point font. I was in a hotel all week, presenting daily and editing from my room. At home, I have a big-screen monitor and a standing workstation, and I rarely sit at the computer.

I was afraid to change the font to sans serif because I thought it might mess up the formatting. So, I spent over three hours trying to edit the first chapter. The serifs seemed to float together on the page. I would read and re-read, but I just couldn’t focus.

A Simple Solution

Finally, I called my business manager, who has seen me present hundreds of times. He asked, “Can’t you set up a standing station to work and change the font?” I looked around the room and realized that putting my carry-on luggage on the desk would be just the right height for me to work while standing. Then, hoping not to ruin the formatting, I changed the font to Century Gothic and increased the size to 14 points.

I couldn’t believe the difference! For years, I had been telling teachers to do this, but had never actually compared the difference myself. I rarely work in Times New Roman. With the new font, I was able to focus for hours. The font no longer ran together, and I got the job done in the evenings after working all day. When I finished the chapter, I changed the font back to Times New Roman. My editor never complained, and I completed a project that had seemed almost impossible at the start.

Easy-to-Read Guidelines

The International Association of Library Associations and Institutions guidelines for easy-to-read materials highlight the importance of making reading materials accessible to everyone. In most developed countries, 25 percent of adults do not reach the expected reading skill and fluency level after nine years of formal education.

“Easy-to-read” materials can include materials that have been visually reformatted, revised for easier content, or both. Readers with dyslexia and other reading difficulties can greatly benefit from simple changes to font type and size. Dyslexia affects 5-10 percent of the population and makes it hard to decode and spell words, even though understanding is not an issue.

Recommended Fonts and Sizes

Converting reading materials to a sans-serif font and increasing the size can make a big difference for those who struggle with reading. Recommended fonts for dyslexic readers include Arial, Comic Sans, Verdana, Tahoma, Century Gothic, Trebuchet, Calibri (now the default font in Microsoft), and Open Sans. Font size should be 12-14 points or the equivalent. There is also a font created specifically for dyslexics: The Dyslexie Font.

Additional Tips for Better Readability

Other changes, such as printing assignments on matte paper (without glare) and using a solid background, can make a big difference for students with dyslexia and other reading issues. Making materials clear and readable can also benefit students with attention disorders like ADHD and students with autism. A student with ADHD might abandon their reading assignment if it’s too difficult, but if it’s formatted for easy reading, there’s one less distraction.

Simple Changes, Big Impact

Anyone can make these small changes with just a few clicks. I’ve seen for myself what a difference a simple font change can make, and I believe it can help struggling or slow or dyslexic readers.

*Person-first language is used in this article because that is the expected professional language in K-12 schools.

The post Making Reading Easier: Dyslexia and Neurodiversity Solutions appeared first on Susan Fitzell.

We know, from surveys and studies over the past decade, that people who are neurodivergent – those on the autism spectrum, or who are diagnosed with ADHD, dyslexia, dyspraxia, etc. – have far more trouble finding employment. Globally, it’s estimated that as many as 40 percent of neurodiverse individuals are unemployed.

A White House report on bio-workforce development noted that, “Young adults on the autism spectrum have the lowest rate of employment compared to their peers with other disability types,” And yet, “In many cases, employers have found that, with relatively small changes, many individuals who are neurodivergent are able to fully participate in the workforce.”  

The biotech sector has been more welcoming to neurodiversity than other industries. While the drive to include neurodivergent individuals in the workforce is building momentum, biotech companies have had little guidance on how to train, mentor, manage and promote neurodivergent employees.

How do biotech companies create inclusive and supportive administrative and lab environments for neurodivergent employees?

Incorporating a few key strategies can make all the difference. This includes training for staff on neurodiversity, designing flexible work arrangements, making accommodations for sensory sensitivities, and keeping open communication channels to ensure neurodivergent individuals can fully contribute to biotech research.

What is Neurodiversity in Biotech?

Neurodiversity refers to the broad spectrum of human cognitive ability, a recognition that no two people are the same. Neurodivergence recognizes people whose cognitive ability is outside the “norm” or “neurotypical” definition. Common neurodivergent conditions include autism, Attention Deficit Disorder with Hyperactivity (ADHD), dyslexia, Obsessive Compulsive Disorder (OCD), and dyspraxia.

These conditions tend to be labeled as disabilities, but the term “disability” detracts from the abilities that people have and the ways that they can contribute to the workplace.

• Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. Some employees may be “normal” or neurotypical while others may have ADHD, dyslexia, autism, or trauma-impacted ways of thinking. Rather than being a particular label or diagnosis, it is the concept of an environment where diverse minds coexist.
• Neurodiverse: The same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse. Never describe a person as being neurodiverse. Individual people should be described as neurodivergent.
• Neurodivergent: An individual whose way of thinking falls outside of society’s defined version of normal. Often, you will see it abbreviated as ND.

Neurodivergent people may have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or a unique way of thinking that may not have a specific diagnosis.

Why Hire Neurodivergent Employees?

They’re already here. Whether you know it or not, chances are you already have a neurodiverse workforce. Because of a lack of inclusivity and workplace cultures tainted by misconceptions, many neurodivergent workers choose to hide their cognitive differences. They bring unique talents to the workplace. While it is true that some neurodivergent workers may struggle with social norms, they may also have the capability to hyperfocus, problem solve, think critically, and work under pressure.

•  Individuals on the autism spectrum are often values-driven, exceptionally honest and full of integrity. They can work independently, are known for being creative problem-solvers, and are blessed with incredible observational skills. They are known for their analytical thinking and tend to be strong visual learners.
• Employees with ADHD are blessed with good memory and observational skills. They have an intense energy that can be applied to complete urgent tasks. They are persistent and enthusiastic in their problem-solving. They are often highly creative.
• People with dyslexia are often excellent verbal communicators and strong visual or mechanical thinkers. They can often conceptualize data in ways that non-dyslexic people may not.

In a supportive environment, neurodivergent people excel. We find neurodivergent employees are happiest in jobs where they can utilize their unique blend of abilities. For example:

•  Employees on the autism spectrum can be found in key biotech roles including lab safety, research & development, risk management, quality control and clinical research.
• Those with ADHD often excel in hyper-focused roles such as data analysis, software development, or client services.
• Dyslexic employees may excel at sales and marketing, customer service, project management, or other jobs where their creativity and unique way of seeing things contribute to effective problem-solving.

Creating a Neurodivergent-friendly Work Environment in Biotech

1. Update recruitment and hiring processes. Review company procedures to make sure they do not unintentionally discriminate against neurodivergent individuals.
2. Increase opportunities for hands-on training and skill development. Create the talent you need, in-house, through expanded educational opportunities.
3. Implement mentoring and coaching in the workplace. Embrace a company culture that offers a positive, supportive environment that allows workers to successfully develop into their roles.
4. Review company processes for accessibility. Review training materials, handbooks, policy statements, etc., to make sure they cover a diversity of learning preferences.
5. Implement company-wide training and awareness programs specifically addressing neurodiversity in the workplace. Get your neurotypical workers on-board with your neurodiversity initiatives through appropriate education and awareness training.
6. Create meaningful accommodations that consider individual workers, the work environment, and workplace culture. Work with each neurodivergent thinker on your team to create accommodations that help them do their job to the best of their ability. Then ask yourself, “Will those accommodations benefit neurotypical workers or divergent thinkers who have not disclosed their condition?” If so, improve the workplace environment by expanding that accommodation to all workers. By doing so, all employees benefit while minimizing the need for paperwork human resources requires when making exceptions for individuals. In my experience, this mountain of paperwork and red tape is a huge obstacle to creating a neurodiverse workplace.

Implementing Neurodiversity Programs in Biotech

When designing a training program for a biotech corporation focusing on neurodiverse teams, especially those with highly qualified individuals who excel in research but face certain challenges, it’s important to address specific issues that are commonly encountered. These are the top five challenges and potential solutions for each:

1. Difficulty with transition and change

Neurodivergent individuals often struggle with adapting to new environments, processes, or changes in routine.

–        Solution: Implement structured transition processes with clear, gradual steps. Offer consistent support and guidance throughout the change, and provide detailed explanations of what to expect. Regularly check in to address concerns and feedback.

2. Challenges with soft skills and social interaction

Neurodivergent employees may find it hard to navigate social dynamics, understand non-verbal cues, or engage in small talk, impacting team cohesion and communication.

–        Solution: Provide training in soft skills tailored to neurodivergent individuals. Encourage open, direct communication styles and create a culture where differences in social interaction are accepted and respected. Role-playing and social skills workshops can be beneficial.

3. Managing schedules and time management

Keeping up with complex schedules or managing time efficiently can be challenging, affecting productivity.

–        Solution: Offer tools and systems to help organize and manage time, such as visual schedules or digital organizers. Train supervisors to help employees break down tasks into manageable parts and set realistic deadlines.

4. Sensory sensitivities in the workplace

Many neurodivergent individuals have heightened or reduced sensitivity to sensory inputs, which can make typical office environments uncomfortable or distracting.

–        Solution: Create a sensory-friendly workspace. This can include noise-cancelling headphones, options for lighting adjustments, or quiet zones. Allow flexibility in workspaces, and consider individual needs for sensory comfort.

5. Adapting to varied communication styles

Standard forms of communication in the workplace may not be effective for everyone, leading to misunderstandings or missed information.

–        Solution: Foster an environment where multiple forms of communication are used and valued. This can include written instructions, visual aids, and regular one-on-one check-ins. Encourage feedback on communication preferences and adapt accordingly.

Conclusion

Fostering a neurodiverse team in the biotech industry is not just about inclusivity; it’s a strategic business decision. By creating an environment where neurodiverse individuals can thrive, we tap into a wealth of creativity and innovation. This approach requires empathy, understanding, and a willingness to adapt our management strategies to suit a diverse range of needs.

As leaders in this dynamic field, let’s commit to building teams where every member, regardless of their neurodiversity, feels valued and has the opportunity to contribute to our collective success. It’s this diversity of thought and experience that drives groundbreaking discoveries and propels our industry forward.

Here’s to embracing the full spectrum of talent in our teams and setting new standards of excellence in the biotech sector. Together, we can make a significant impact, fostering environments where everyone’s potential is realized.

References

https://susanfitzell.com/neurodiversity-in-the-insurance-industry-a-recruiting-and-production-solution/

https://www.whitehouse.gov/wp-content/uploads/2023/06/Building-the-Bioworkforce-of-the-Future.pdf

https://susanfitzell.com/embracing-neurodiversity-in-the-skilled-trades/

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How different generations view diversity and neurodiversity

While many of us don’t consider the social striations between the generations relevant, the truth is there are distinct psychological differences between the Baby Boomers and the fresh new crop of Gen-Zs entering the modern workplace. Often, a company will have representatives from all generations working together.

How these psyches view diversity and neurodiversity is, naturally, quite varied. The things that challenged the Baby Boomers are not the things that challenge our co-workers who happened to be born after 1997.

My intent here isn’t to wade into the humorous pop culture cliches around the oddities of the different generations. Each generation, in response to their time pressures, developed positive skills and strengths. Humans are constantly growing, changing, and improving. The vocabulary of different generations evolves from each generation’s experiences in their formative years.

Is Gen-Z struggling?

By now, we’ve figured out that Boomers, Gen X-ers, and Millennials have much to offer society, but what about Gen-Z? From most of what I’ve seen in popular media and heard from some Gen-Z themselves, they call themselves the “snowflake generation” — easily triggered, easily hurt, embracing fluidity to a fault, anything goes. Pop culture isn’t doing them any favors. The world is a rough place for them, with limited resources in every area from finance to fuel — the same as it is for the rest of us. However, they’re the ones in the hot seat, having to deal with the fallout of this divided, pandemic-impacted, financially struggling world in the years to come.

Now, consider the neurodivergent Gen-Z members and their experiences growing up.

Generation Z has embraced neurodivergence

For example, even though neurodiversity has always existed in human society, we didn’t have a word for it until twenty years ago. Now, that word has evolved to include a wide range of differently-wired brains. Before the late ’90s, students who were neurodivergent (dyslexic, autistic, ADHD, etc.) were siloed in separate classrooms and educated by specially trained teachers. Most often, they were taught a less challenging curriculum.

That started to change in the United States in the early 1990s. Although there are still many schools in the US and other parts of the world that segregate neurodivergent students, today, the majority of youth are educated in a more inclusive environment. This means that Gen-Z and future generations are aware of, have an appreciation for, and are friends with neurodivergent students.

We didn’t have accommodations, or an understanding of the value of neurodiversity, until recently. Gen-Z has put this buzzword up in lights — perhaps to the chagrin of some who would love it if they didn’t make “such a big deal about it.”

But hold on — how many pre-1997 folks now recognize ADHD, dyscalculia, and dyslexia in themselves? Could they have benefitted from acknowledgment and support when their challenges arose? Of Course. Gen-Z has this advantage. Thanks to the fact that they have access to more information than we could imagine when we were their age.

There is more to be gained in collaboration than in resistance

It made me think of what Louis Armstrong says in the classic “What a Wonderful World.”

I hear babies cry

I watch them grow

They’ll learn much more

Than I’ll ever know

He was correct. They know much more than we do, and it’s time we accept and respect that. My big message has always been about seeking understanding, open acceptance, and learning from one another and our differences — because there is more to be gained in collaboration than in combat.

In researching this article, I found a plethora of Buzzfeed articles, many poking fun at Gen-Z. But there was one that was positively heartwarming and helpful. There were also insights about neurodiversity at work, too.

“I love that Gen-Z is destigmatizing mental health and seeking therapy! They talk about it so openly and seem less judgmental about the subject.”
— beedas89 on Buzzfeed

Gen-Z is flying the diversity flag boldly. Why? If we had become parents after the 90s, we all would have heard about ADHD, autism, dyslexia, etc. Those kids — they may be our own or their friends — are now adults trying to make it in life somehow. Many who were diagnosed may have battled to navigate the restrictive systems of education and socializing that made success hard for them. Those who went undiagnosed also fought — with unfair labels and the burden of dealing with a world that didn’t understand them yet. These were just some of the survival pressures they had to deal with.

Remember that this is also the generation with an acute awareness of social justice. Consider Greta Thunberg’s impact on the world. So naturally, they will speak up about their struggles. Not to gather pity but rather to raise awareness and improve things for everyone.

Gen-Z has expectations, and rightly so. Another Buzzfeed contributor mentioned their increased empathy, greater awareness of world issues, and willingness to demand fair treatment for everyone.

“I graduated from high school in 2005, which makes me an elder-millennial. I’m in my 11th year of teaching, and my group of 10-graders were all born in 2005, which blows my mind. They are very attuned to the current issues plaguing society and the planet, and if we do right by them, they’ll have the tools to be able to fix the things that we could not.”
— MissAmanda on Buzzfeed

Hannah Jewell makes her feelings known in her article, “Gen-Z workers should be proud of being ‘snowflakes’ rather than martyrs”

Hannah says:
“In my own experience, I saw the ways in which problems at work could be pinned on employees’ lack of character, fortitude, and work ethic rather than structural faults of the company. We brought up concerns about pay gaps along gender and racial lines, lack of transparency in raises and promotions, and lack of support for mental health. In response, we were given subscriptions to an app to sort out our mental health, but were expected to do it on our own time.”

Who’s to blame?

How very telling. What stands out to me is the ever-present anxiety about prejudice in the workplace. The lack of acknowledgment and support for mental health in the workplace provokes additional stress. Add bias about neurodiversity into this mix, and the picture is scary.

How can neurodiversity find acceptance, celebration, and a shift to a strengths or gifts-mindset at work if systemic, cultural problems in companies are blamed on the employees?

Forward-thinking employers would do well to rethink their mindset on these employee concerns. It’s a cop-out to throw the blame back on your employees! A failure to reflect on your company’s values will make it difficult to retain Gen-Z employees, especially those who are neurodivergent.

What does the data say?

Consider the implications of data gathered from the networking platform Tallo. A staggering 99% reported that workplace DEI is essential, with 87% responding that it is very important.

Tallo also found that accessibility and inclusion of people with disabilities, especially people who identify as neurodivergent, were crucial factors in Gen-Zers’ likelihood of applying for a job.

What’s more, Tallo Data Insights shows that 1 in 5 Gen-Zers have decided not to apply to a place of work because they lacked materials and resources for employees who identify as neurodivergent.

Given the benefits that neurodivergent people offer modern employers, is a lack of acceptance for neurodiversity tolerable?

It doesn’t do much for future-proofing against employee churn.

Looking at what’s behind “The Great Resignation”

In a 2021 survey conducted by Randstad UK, 69% of the 6000 employees in the inquiry said they’re ready to move jobs, with minimal worry about finding alternate employment. Why is this? Victoria Short, CEO at Randstad, references a few factors:

• Loyalty is a thing “of the past.”
• The pandemic fundamentally changed how people viewed life and work, resulting in a reevaluation of what they wanted from these areas. The “dream job” delusion has been shattered.

So, what is the material cost of employee churn at such unprecedented levels? According to research by Oxford Economics, the time it takes to effectively onboard a new employee is around 28 weeks — with an associated cost of £25,200 (or about $30 000) per employee. Not an insignificant cost if you look at the stats surrounding The Great Resignation.

The fundamental reasons motivating The Great Resignation are “soft.” And that’s a good thing. It’s a change in values, priorities, and the very fabric of the world we live in. The pandemic changed life’s texture, and people are looking at things very differently. It’s not just about money anymore. And no generation has been more disillusioned by the hollow allure of pure wealth than Gen-Z.

How Gen Z views neurodiversity

As we’ve seen, this generation is far less likely to tolerate the status quo, more so if it’s an unsustainable or toxic one. This is also the generation most aware of neurodiversity, having lived with it, promoted awareness of it, and understanding its actual impact and benefits. This generation knows that ADHD and autism aren’t just for boys. They know, too, that neurodiversity brings creativity and a fresh way of innovating in the workplace. They understand that diversity should lead to compassion and learning, not division and strife.

These are no trivial realizations. We all know the saying about the things we regret at the end of our lives, not being about money, work, and career. Few, in generations past, paid heed in a practical way. Gen-Z, as a group, has the audacity to act on the sentiment behind that saying. Why not act on that audacity? The most notable change comes from the audacious. Isn’t it high time we looked at a new way to do things? Perhaps this is the generation that will finally move us toward our humanity.

References

[a] Richardson, Liz (2021). Millennials Are Sharing Things They Actually Like About Gen Z’ers, And It’s Surprisingly Heartwarming, Buzzfeed. https://www.buzzfeed.com/lizmrichardson/gen-z-trends-millennials-like

[b] Jewell, Hannah (2022), Gen Z workers should be proud of being ‘snowflakes’ rather than martyrs, The Guardian. https://www.theguardian.com/commentisfree/2022/jan/27/gen-z-workers-snowflakes-bad-treatment-bad-pay)

[c] (2021), What Companies Need To Know About Gen Z’s Diversity, Equity, and Inclusion Expectations, Tallo. https://tallo.com/blog/gen-z-workplace-diversity-equity-inclusion/

[d] The great resignation: 69% of UK workers ready to move job (2021), Randstad UK. https://www.randstad.co.uk/about-us/industry-insight/great-resignation/

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Gen Z’s Position on Workplace Neurodiversity appeared first on Susan Fitzell.

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Or, how do you make the workplace neurodiverse-friendly?

At the beginning of this century, one of the hottest trends in office design — at least at dot-coms, where companies all vied to look like they were on the cutting edge of trends — was creating a “loosened up” workplace. Companies wanted to attract younger employees with lots of energy and creativity. So, dress codes were relaxed. Recreation centers were added that offered video game consoles, nap centers, and meditation rooms. Larger companies added perks like a massage studio, kitchens fully stocked with food, and even beer and wine.

I chatted with a friend about the open office plan trend over the past two decades. Sam is neurodivergent, and she recalled that previous design trend with a shudder. 

She explained, “The thing is, I never cared about any of those freebies. I liked the updated dress code because it was realistic. But all those extra perks were distractions I could not stand.”

Part of the problem, she explained, was that many workplaces added those perks as an afterthought. They made the workplace cluttered, noisy, and unpredictable. She explained, “If they didn’t implement it correctly — and most companies didn’t — it could be very distressing for people who need structure.”

Sam added, “I once walked out in the middle of a job interview because they insisted on conducting it right next to their indoor skateboard ramp! I’m sure they thought it would make them seem really cool or whatever. But it was this huge, noisy thing right next to my head! I freaked out and just left. The woman leading the interview had to come out to the parking lot and give me my backpack because I’d left it there when I ran out.”

Sadly, similar experiences are common among neurodivergent people in the workforce. They often suffer the most from policies and procedures designed to increase efficiency or general productivity without considering the people doing the work.

Don’t leave out the human equation in office design

It’s estimated that 17% to 33% of American adults in the workplace are neurodivergent, according to a recent JAMA article. That range is so wide because many diagnoses are underreported in the workplace — employees are often, understandably, unwilling to disclose their neurodivergence.

Neurodivergent disorders include learning challenges like dyslexia, dyspraxia, or dysgraphia. They include mental health challenges like depression, anxiety, and OCD. Developmental disabilities such as autism spectrum disorder and ADHD also fall under the neurodivergent umbrella.

Inclusive Dynamic Workplace Design™

 

Inclusive Dynamic Workplace Design™ is helpful for companies that need flexibility as they grow. It’s a practical design approach in the post-pandemic working world, where hybrid work is here to stay. A workplace implementing Inclusive Dynamic Workplace Design™ can, for example, enable a company to lease a smaller office space and rotate its workers between the office and home using a modified hot-desk system. An office plan is only useful if it properly accommodates all employees.

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Inclusive Dynamic Workplace Design™ goes beyond the physical workspace environment. It includes flexibility in learning design, is attentive to psychological safety, as well as diversity and inclusion. It addresses workplace culture and the physical environment. 

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Key components of Inclusive Dynamic Workplace Design™

Inclusive Dynamic workplaces need to address three key elements:

1. Reprioritizing the physical office space and configuring it to address new ways of working.

1. Ensuring that employees have access to the tools and technologies needed to accomplish their assignments.

1. Leveling up knowledge management and employee learning.

When implemented thoughtfully, these three elements benefit the entire company and can be of the most significant benefit to neurodivergent team members. Let’s break them down.

Three steps for reprioritizing office space

• Create a variety of spaces within the office. The old “many cubicles+one conference room” office setup isn’t conducive to concentration or collaboration. A significant element of Inclusive Dynamic Workplace Design™ is having spaces for employees to do deep work, interspersed with areas where teams can collaborate and people can freely socialize.

• Design employee workspaces to accommodate a hybrid environment. Remote work was here long before the pandemic. Office space should include consideration that a percentage of your workforce is at home for part (or all) of the week.

• Create a comfortable, safe environment. Spend a little more on ergonomic chairs and desks. Make sure workers can access their files quickly through a robust network. Designate quiet areas so employees can concentrate. Also, consider a quiet sensory soothing space free of fluorescent lights and noisy distractors. Furnish it with comfortable seating options with soft fabrics and focus tools. 

Tools & technologies that increase productivity

• Engage with your CIO to create a secure IT environment for in-office and remote work. All employees need the hardware AND software to perform at their best. (That can mean investing in pricier, industry-standard software like Adobe and Microsoft products.)

• Make sure remote employees can access their files and virtual workspaces seamlessly. Reduce the hoops they have to jump through — implement a Single Sign-On policy across the company.

• Implement a reliable, secure video conferencing system that can be accessed in the office and remotely without a problem.

• Implement secure, reliable telephony. An office phone is still an essential tool for employees. Some workers are more comfortable communicating by phone, while others, whether neurodivergent or neurotypical, prefer text or email. And those who work with clients absolutely must have a phone. Today’s Voice over IP softphones have a range of features, including text messaging, video calls, integration with email and calendar, and more.

Knowledge management

• Provide employees with a Learning Management System. Not only is an LMS helpful for compliance with diversity training and harassment training, but it can also be used for employee skills training.

• Learn about your employees’ skills and abilities. Neurodivergent individuals have so much to offer to companies, but often, they’re stuck in a job that requires few skills and has no opportunity for growth. Train managers to recognize and support employees’ knowledge and skills and to help them set and achieve personal career goals.

Incorporating neurodiversity into Inclusive Dynamic Workplace Design™

Let’s get back to what doesn’t work for neurodivergent workers or any of your workers. Thoughtless planning, snap decisions, and a lack of commitment to adequately implementing an office plan that doesn’t just hurt your bottom line and employees are problematic.

In the office, neurodivergent employees need an environment where they can focus and minimize distractions. This may mean accommodating employees with a cubicle with higher sides than other employees’ desks in an open-plan office. Or, it may mean creating a rest space with low light and few stimuli (skip the music, video games, TV, or clutter) where any employee can go and take a break.

In a hybrid environment, where employees spend part of their workweek at the home office, help employees create a focused work environment. For example, a company can reimburse employees for ergonomic desks and chairs, decorations, and items that enable them to focus. Options could include free-standing screens to help partition off their home office work area, which is helpful in small apartments and when they must share a work area with their spouse or roommate.

I understand how companies may feel it’s an extra expense (decorations?) that they don’t need to reimburse. Remote workers could be given a stipend of a set amount that the company finds reasonable. Consider how much corporations save now that they are selling their office buildings to move towards remote workers. Use some of those savings to support remote employees.

This article is an introduction and a way to start thinking about your company’s office design. With such a large, often unknown, quantity of neurodivergent individuals in the workforce, updating your office to support neurodiversity can help the entire team succeed. And you don’t necessarily have to make considerable changes to the existing office design — just consider making changes with empathy for the employees who drive the company’s overall success.

Photo Credit: Ridofranz /iStockphoto Standard License

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Can you do me a favor before you go?

If you enjoyed this article, join my email list to access all of my free neurodiversity in the workplace guides, including my eBook “Neurodiversity in the Workplace; Things to consider before you jump on the bandwagon.

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Susan is a recognized authority in the learning and collaboration space. Her ‘lived experience’ as a neurodivergent, combined with her three-plus decades in the field of learning disabilities and neurodiversity, uniquely qualifies her as an expert in this field. Because she understands the struggles of someone whose brain is wired differently, she is passionate about creating a world that empowers and values neurodivergent talent.

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References:

[a] Villalón, Cristina (2018), 6 Office Design Trends That Will Keep Employees Happy In 2018. https://www.alvarezdiazvillalon.com/blog/7-office-design-trends-for-2017-that-will-make-everybody-happy

[b] Bank of America (2022). Neurodiversity in the Workplace: Building Toward a More Inclusive Future of Work. https://business.bofa.com/content/dam/flagship/workplace-benefits/id20_0905/documents/neurodiversity.pdf

[c] Sharma, Dhiraj (2021). Create Great Employee Experiences by Building Dynamic Workplaces. https://www.cmswire.com/employee-experience/create-great-employee-experiences-by-building-dynamic-workplaces/

[d] MMoser Associates. Workplace neurodiversity: designing for difference. https://www.mmoser.com/ideas/workplace-neurodiversity-designing-for-difference/)

[e] Shepherd, Claire (2022). Five detailed ways to design an office for neurodiversity. https://www.fastcompany.com/90762205/five-detailed-ways-to-design-an-office-for-neurodiversity

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

Would you like to reprint this article, or an article like it, in your newsletter or journal?
CLICK HERE to visit the articles page.

 

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

 

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

Download Neurodiversity in the Workplace! – Free!

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Does your team seem a little unfocused, less productive, or stressed out? Changing the rhythm of the workday can help employees feel recharged and better focused. A team-building exercise or another type of group activity can really help.

Team-building is essential, especially for neurodiverse employees who may have difficulty building a social rapport with their colleagues. But traditional team-building exercises can cause extra anxiety for neurodiverse teammates. Here are some group activities that can benefit everyone on the team.

Think/Pair/Share

• Add this exercise to meetings that run longer than usual or where much information is being imparted. Have employees think about the information you want them to process and understand for a few minutes. Then have them pair up (or even triple up) and share their thoughts about the information with each other. This is a social activity that enables both neurodiverse and neurotypical employees to speak with their peers without fear of judgment.

Tell a story, then discuss

• People remember stories — they are stored in long-term memory and can quickly be recalled. That’s why speakers frequently open their talk with a story because it engages the audience while making a point about the topic to be addressed. Because a story has a beginning, middle, and end, it creates a pattern the mind can follow. It also helps employees engage with the discussion once you’ve completed the story (or reached a point where discussion is helpful).

Pattern out problems and solutions

• Patterns are helpful for all employees, but especially for neurodiverse workers. It helps them associate concepts with visual images. Uncover all of the whiteboards in the meeting room. Set out colored markers and pencils. (If your team is meeting online, have everyone pull up OneNote, Google Docs, or another group-enabled app.) Discuss the problem at hand, and encourage colorful and artistic note-taking. Designs might include colored graphic organizers, grouping and classification charts, and sequence charts, including timelines and workflows.

Note: As the meeting leader, you may need to help start things by associating concepts with visual images. Include diagrams, tables, outlines, etc., when presenting new information to your neurodiverse team. After introducing new ideas, concepts, or challenges, ask the group to visualize how various statements relate to each other and draw a graph, chart, picture, or some other representation of the material.

Tongue twisters

• This is a great starting exercise to get everyone relaxed and focused. Tongue twisters increase the activity of brain cells in Broca’s area, which controls speech articulation. Create tongue twisters–they can be random, fun tongue twisters or designed to review material the team needs to remember. This exercise can be combined with the Think/Pair/Share exercise: Have a contest to see which team pair can come up with the best tongue twister! Not only will your team be laughing, but they will also remember critical information.

Structured virtual happy hour

• This is a variation of a popular “Zoom party” or happy hour. The difference is that it’s structured so neurodiverse employees can participate and socialize without struggling to connect. Set a date and time for the happy hour and where it will take place (online via Teams or Zoom or in person at the office). Include a structured schedule in the invite — what time it starts and ends, and key activities.
• One key activity in a structured happy hour is “getting to know you.” Before the event, send an email explaining that during this activity, each person will get to answer one or two pre-set questions about themselves. During the activity, assign one person to ask the questions of each participant. This structure gives neurodiverse employees time to prepare and think about their answers before the activity begins.
• Consider other supportive activities like combining Trivial Pursuit with a Think/Pair/Share — employees can support each other to come up with answers.

Meaningful involvement is important to every employee, both neurodiverse and neurotypical. Supportive group exercises that encourage workers to help each other learn and understand new information and that build a sense of camaraderie can make the workplace a positive environment. It can help stimulate creativity and improve productivity. And it can help employees build lasting connections with each other.

Photo Credit: innovatedcaptures /IStockphoto Standard License

Can you do me a favor before you go?

If you enjoyed this article, join my email list to access all of my free neurodiversity in the workplace guides, including my eBook “Neurodiversity in the Workplace; Things to consider before you jump on the bandwagon. ” (This link takes you to my website.)

Susan is a recognized authority in the learning and collaboration space. Her ‘lived experience’ as a neurodivergent, combined with her three-plus decades in the field of learning disabilities and neurodiversity, uniquely qualifies her as an expert in this field. Because she understands the struggles of someone whose brain is wired differently, she is passionate about creating a world that empowers and values neurodivergent talent.

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Group Activities for Neurodiverse Teams at Work appeared first on Susan Fitzell.

How do you, as an employer, help move the needle on the hiring rate for neurodivergent employees?

The key elements of successful programs can be put in place by employers of any size to help attract, hire, and keep neurodiverse talent.

1. They train their managers and HR personnel to better interact and empathize with candidates.
2. They provide accommodation and support for their neurodiverse employees.
3. They join other companies in initiatives to improve hiring and management practices for neurodiverse candidates.

Microsoft

According to Microsoft, companies with programs focusing on inclusion and accessibility report 28 percent higher revenue and twice the net income. But neurodiverse hiring practices mean more than just boosting a company’s bottom line. They help improve support for the entire workforce, both neurodivergent and neurotypical. Neurodiverse team members help generate new ideas and new ways of doing things that make a company more resilient in a fast-changing economic world.

Internally, Microsoft created its Autism at Work program in 2015 to recruit and support employees on the autism spectrum.

In 2017, Microsoft founded the Neurodiversity At Work Employer Roundtable, a community of employers who are committed to hiring initiatives that focus on neurodiversity. The roundtable’s focus is on creating support systems that help neurodiverse individuals thrive at work and on increasing understanding and awareness of neurodiversity in the workplace. The Roundtable members include major employers like Bank of America, Chevron, Ford, Google, Salesforce, and Travelers.

In February 2022, partnering with Disability: IN, the roundtable created a Neurodiversity Career Connector that helps neurodiverse candidates connect with employers. It also has an employer-focused page to help companies create neurodiversity-focused hiring programs.

Google

Among major employers, Google has long been noted as a trailblazer in recruiting, hiring, and retaining employees with disabilities. Its employees founded The Disability Alliance, a community that supports each other and builds awareness about disability inclusion throughout the company.

Lorne Needle, global lead for disability inclusion at Google, conceived of and launched the company’s Autism Career Program, which expanded to Google Cloud in July 2021. This program aims to hire and support talented individuals with autism to work in the growing cloud industry. The program works with experts from the Stanford Neurodiversity Project and leverages the knowledge and voices of Google’s autistic employees.

For many autistic candidates, “the interview process can pose challenges due to unconscious bias from a hiring manager or interviewer. For example, if the candidate doesn’t look an interviewer in the eyes or asks for additional time to complete a test,” said Rob Enslin, Google Cloud’s president of Global Customer Operations.

Enslin said that Google Cloud will train up to 500 of its managers (and others involved in its hiring processes) to work “effectively and empathetically” with candidates. It will also ensure its onboarding process is “accessible and equitable” to new hires. Stanford, for its part, will coach those applicants and provide ongoing support for them, their teammates, and their managers.

SAP

As one of the first large employers to implement an Autism at Work program a decade ago, SAP has been at the forefront of companies that support awareness of neurodiversity and hiring practices that are equitable for candidates.

“Hiring an employee on the autism spectrum is only the first step in the process of creating a welcoming workplace for neurodiverse employees. Managers may need to adjust some of their practices to make an employee on the spectrum feel more comfortable in their work environment. It may also mean that team members need to be more thoughtful in the ways they communicate with one another,” writes Eva Woo in a post on the Autism at Work blog.

SAP boasts a 90 percent retention rate of people with autism once they’re hired. The company provides support and mentoring for employees.

So, why focus on large employers alone? Sadly, there isn’t as much information or studies out there about small and mid-sized companies that employ supportive hiring and management for neurodiverse people. But many companies are implementing programs as they work to build equity and diversity across the board.

Leaders, if you’re not sure that a neurodiversity program is feasible for your company, I urge you to get involved with community and industry-wide initiatives, like Microsoft’s Employer Roundtable, where you can find ideas, strategies, and support.

Can you do me a favor before you go?

If you enjoyed this article, join my email list to access all of my free neurodiversity in the workplace guides, including my eBook “Neurodiversity in the Workplace; Things to consider before you jump on the bandwagon. ” (This link takes you to my website.)

Photo Credit: insta_photos /iStockphoto Standard License

Susan is a recognized authority in the learning and collaboration space. Her ‘lived experience’ as a neurodivergent, combined with her three-plus decades in the field of learning disabilities and neurodiversity, uniquely qualifies her as an expert in this field. Because she understands the struggles of someone whose brain is wired differently, she is passionate about creating a world that empowers and values neurodivergent talent.

References:

[a] Aquino, Steven (2022) Microsoft Inclusive Hiring And Accessibility Boss Neil Barnett Talks Embracing Neurodiverse Workers, New Neurodiversity Career Connector Tool, Forbes. https://www.forbes.com/sites/stevenaquino/2022/05/02/microsoft-inclusive-hiring-and-accessibility-boss-neil-barnett-talks-embracing-neurodiverse-workers-new-neurodiversity-career-connector-tool/?sh=6d286cbe3990

[b] Neurodiversity @ Work Employer Roundtable, Disability: IN https://disabilityin.org/what-we-do/committees/neurodiversity-at-work-roundtable/

[c] MSFTEnable (2022). Neurodiversity Career Connector, Youtube. https://www.youtube.com/watch?v=KIrhlfM9zVA

[d] Rob Ensling (2021). Strengthening our workplace with neurodiverse talent, Google Cloud. https://cloud.google.com/blog/topics/inside-google-cloud/google-cloud-launches-a-career-program-for-people-with-autism

[e] Stanford Neurodiversity Project, Stanford University. https://med.stanford.edu/neurodiversity.html

[f] Corrigan, John (2022). Google’s global lead for disability inclusion discusses recruiting initiatives, Human Resources Director. https://www.hcamag.com/us/specialization/diversity-inclusion/google-leader-on-inclusion-accessibility-we-can-do-more/404816

[g] Our commitment to hiring people with disabilities, Google Careers. https://careers.google.com/programs/people-with-disabilities/

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post How Major Employers — like Google, SAP and Microsoft — Recruit and Hire Neurodivergent Employees appeared first on Susan Fitzell.