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.

Here’s what ChatGPT said about me:

Based on what I’ve learned about you from your writing, teaching, and professional work, I would say the cartoon character you most resemble is Ms. Frizzle from The Magic School Bus.

 

Here’s why:

• Energetic Teacher and Guide: Your books show that you thrive on teaching others, whether it’s children, paraprofessionals, or business leaders. Like Ms. Frizzle, you’re not just instructing—you’re guiding people to think for themselves and explore.

• Creative Problem Solver: In your productivity and entrepreneurial writing, you emphasize creative strategies and tools to overcome challenges. That’s very Ms. Frizzle, who always finds a surprising way to solve a problem.

• Encourager of Independence: You often stress helping students (and adults) become independent learners and thinkers. Ms. Frizzle’s motto—“Take chances, make mistakes, get messy!”—echoes that same spirit.

• Adventurous Spirit: From your descriptions of working on the road, exploring, and embracing challenges, you clearly enjoy adventure and discovery. That lines up perfectly with Ms. Frizzle’s curiosity and boldness.

So, if you were a cartoon character, you’d be Ms. Frizzle—compassionate, knowledgeable, adventurous, and always helping others discover their own strengths.

 

Would you like me to sketch a playful illustration of you as Ms. Frizzle, blending your real-life look with her iconic flair?

I said yes and this is what ChatGPT created:

CLICK HERE to discover a wealth of teaching strategies and resources for maximizing student success! Bring Susan to your campus! Featured seminar – Differentiation Strategies to Reach ALL Learners in the Inclusive Classroom

The post I asked ChatGPT what cartoon character best represents me… Guess what it came up with! 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.

I started using mind mapping after reading I Can See You Naked: A Fearless Guide to Making Great Presentations by Ron Hoff (1988). My first presentation was drawn out like a colorful board game with a route to follow, arrows, and picture images of what I was going to do.

I remember thinking how much easier it was to use than index cards with a text script written on them. It was also much less restricting. I did not feel tied to reading the cards. Rather, I looked at the picture and went from memory. It saved me from the plight of many presenters: that of being tied to a script.

The technique worked so well for me that I started expanding the idea into my teaching efforts. As I read selections from English texts to my students, I drew the events out on paper in a map and graphic format. I would often interject silly ditties and exclamations of passion into the effort to make what I was reading to them stick out in their memory.

Given that my students were at the ‘cool’ age of ‘teen,’ they would often look at me and say, “You are crazy!” My pat answer was always, “Yes, I am, but you’ll remember this because of it.” Moreover, they did.

Students learn and remember graphic organizers better if they create them out of their own mental images and patterns. As a parent who has spent my children’s lifetimes trying to teach them how to learn, I was very excited when I walked into my daughter Shivahn’s college apartment and found mind maps, mnemonics, color, etc. all over one of her walls.

Now, it’s not unusual to find mandalas on her door or on her walls or flashcards scattered about, but this was a huge mind map made from recycled 8.5 X 11-inch pieces of paper. I had no idea what it all meant, but I do know it helped her to get an A in the course. My daughter co-wrote a book with me, Umm…Studying? What’s That?, so it’s reassuring to know that she didn’t ‘just’ write the book but also used the strategies and shared them with her peers.

Research Background for Mind Maps, Etc.

Many experts agree that developing cognitive maps and using advanced organizers increases critical thinking skills.

Long-term memory files information in the brain through patterns, procedures, categories, pairs, and rules. A mind map uses at least three of these five ways to store information, therefore helping the brain remember information better.

A classic mind map begins with a word, phrase, or idea typically placed in the center of a piece of paper. As the author of the mind map expands upon the word or phrase in the middle, the mind map expands to include various ideas that come to mind when considering that central prompt.

Graphic organizers enable the brain to categorize information. A mind map is a non-linguistic representation method of organizing information that enables students to file the information away in long-term memory in multiple modes or memory packets.

The post Mind Mapping: An Effective Strategy for Differently Wired Brains appeared first on Susan Fitzell.

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.

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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.

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The post How to Design an Inclusive Dynamic Workplace Environment that Helps Neurodivergent Employees Succeed 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.

Managing a neurodivergent employee — someone with autism, dyslexia, ADHD or another diagnosis — can be a perplexing challenge. Each neurodivergent employee is an individual with their own unique set of skills and challenges. Some have trouble retaining information, and others have trouble focusing, and so on. How do you, as a manager, help neurodivergent employees meet their goals successfully?

Empathy is an important skill for managers, especially when one or more of their team members is neurodivergent.

Determine whether you need to adjust the process to accommodate the employee.

Neurodivergent people often process information differently and, therefore, may approach a task from a different angle or at a different stage of the process. Find out as much as you can about how employees address specific tasks and what they understand about the tasks they are assigned. Then, adjust the process where possible.

What would this adjustment look like? 

Approach the employee with curiosity and a positive willingness to listen to their approach to a process, task, or situation. Genuinely show interest and empathy in the interaction. It’s amazing what you can learn about employees when you take the time to listen to their take on their job and related tasks. These divergent thinkers who do things differently may astound you with how their process may be even better than the status quo way of getting the work done.

One of my clients had an engineer who was smart and capable but who was not filling out the required reports on time. The problem was not willful noncompliance by the employee. We determined that the employee had trouble remembering sequential instructions and could not access and use the reporting system very well. Additional hands-on instruction and a written “cheat sheet” helped resolve the problem. The manager was able to extend the reporting deadline so that the employee could file their reports correctly.

How does the employee best retain information?

For example, a person with ADHD or in the autistic spectrum may have trouble listening to and recalling verbal instructions, especially if they are complicated or have several sequential steps. A written recap with step-by-step instructions is extremely helpful. For some employees, a video recap from a zoom meeting or screen capture video “How to” instructional session would be invaluable.

Some employees remember details better when they are shown the task or when they perform the steps under instruction. Have a team member work directly with them to walk through the task a few times. Record the tutorial so it can be accessed by the employee for review later.

Is anxiety hampering employee performance?

One client I work with has an employee who is brilliant but who has trouble delivering information to an audience of any size — be it in a team meeting, a large conference room, or at an event. Another client has employees who get overwhelmed when presented with a large project or a large task outside their normal, daily work.

How to minimize anxiety

To reduce their anxiety, help them prepare, whether it’s for a presentation or achieving a specific goal.

• Break down the project into smaller, easily achievable steps. Give each step a mutually agreed-upon deadline.
• Communicate by sending a recap each week (or each day, if necessary) of the goal, the steps they have already completed, and the next step on the list.

For presentations, hold a rehearsal, or two, or three! There’s a reason why actors rehearse plays for months before a performance. Presenters need to rehearse, too.

• Have the employee present in front of one person. Then, have them present in front of the team.
• Go over scenarios that may happen during a presentation and determine how to handle each potential scenario. What if the microphone cuts out? What if the projector doesn’t work that day? What if a moderator asks a curve ball question — how do they field that?

Most importantly, listen to your employees. Often, they can see a different way to approach a problem or task and get the same result. If they know that they can explain this to you, without judgment or being told they must do things exactly the way they are originally laid out, then they’ll be much more confident in telling you when there’s an issue. When you work with them to find a solution, they’ll feel respected and seen, and that their contribution to the team makes a difference. It’s an absolute win-win when you approach goal-setting with an open mind, open ears, and real empathy.

Photo Credit: BalanceFormcreative, iStockphoto standard license

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. ”

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.

Sources:

https://www.fastcompany.com/90763953/these-management-changes-for-neurodivergent-employees-make-work-more-accessible-for-everyone

https://www.neurodiversityhub.org/resources-for-employers

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 Goal-setting with Neurodivergent Employees appeared first on Susan Fitzell.

Our faces are as different as our learning patterns. While companies train their employees through learning management systems (LMS), some have only achieved a 50% improvement in employee productivity. What about the other 50%? Chances are these LMS are too generic and can’t cater to the learning needs of all employees, creating a learning gap in the workplace, especially among those whose brains are wired differently.

Do you ever wonder why we have so many books on the same topic but by different authors? Here’s why. Everyone has a learning culture that may differ from the next person; when you find an author who can relate information in a way that you explicitly understand, you tend to read their books more often because they get you.

If companies took this information and implemented it in their offices, they’d significantly increase employee knowledge growth and skill development, especially among their neurodivergent employees. Let’s dive deeper.

Supporting Neurodiversity in the Workplace in 2022

No employee would want to lose their job or stay stuck on one level in their role; the neurodivergent employee is no different. But considering how most companies run LMS and other training programs, many employees can’t digest the new material and perform well when tested. These systems are based on teaching techniques that are centuries old and cater to people who learn in one way — through text and lecture.

It’s tough enough for neurodivergent employees to manage their roles at work. Add to that the challenges they face because their world is designed for people whose brains are NOT wired differently; they still have to follow processes to upskill that don’t fit how they learn. This lack of differentiation in learning opportunities hinders their ability to apply for promotions or perform better at their jobs to secure their spots.

Challenges Neurodivergent Employees Face with Generic LMS

The following quote from “The Expertise Economy” by Kelly Palmer and David Blake proves that LMS usually don’t provide the best learning outcomes for employees.

[a] “In August 2017, Janice Burns, MasterCards Chief learning officer, conducted an impact study involving around 1,000 MasterCard employees to gather data for analysis at the company level. The data indicated that active users of MasterCard’s new learning platform were more likely to say there are more productive (54 percent), more effective in their job or role (51 percent), and more invested in growing their careers (46 percent) than non-users, and 80 percent more likely to say they’re more collaborative.”

Why are these LMS not reliable?

The root cause often lies with organizational management; they’re yet to understand the diverse learning preferences, beliefs about personal learning capabilities, and skill sets their employees bring to the table toward learning new material.

Not only do they not recognize these preferences, but they also don’t know how to bridge the learning gap between the LMS or training program they’ve instituted in the organization and the individual employee needs.

If companies want to support their neurodivergent staff members, they must bridge the learning gap and prepare to make accommodations. Here’s how.

Ways to Better Support Neurodivergent Employees’ Learning

[b] A 2015 study interviewed ten neurodivergent software engineers and asked them about the challenges that limit their potential in the workplace. Out of the 58 neurodivergent respondents who answered the question of whether there were workplace accommodations they felt would be beneficial for them, 15.5% were in the affirmative.

Some suggested that the company review its performance evaluation and hiring processes. Here’s what an interviewee had to say: Despite my excellent technical performance, I’m often given average reviews for reasons directly related to my Attention Deficit Disorder (ADD) symptoms. Another said the interview process did not cater to people with disabilities, “I also have Tourettes [sic], so I can get nervous and lock up. I will pass 40% of the interviews and fail 60%.”

So how can companies embrace neurodivergent learning in the workplace? Through:

Effective Feedback Systems

The study concluded that “neurodivergent employees also reported different cognitive styles, such as sensitivity to details and patterns, which may be an asset to their career if nurtured and recognized by employers.” For employers to understand their neurodivergent staff, they need to listen and understand their workplace and learning needs.

Re-education

According to [c], one recent study that analyzed neurodivergent employees’ barriers at work concerning job application, recruitment, and working processes, re-education can be a powerful tool. The researchers advised employees and neurodivergent individuals to unlearn stereotypes associated with neurodiversity and gain the relevant education needed to make accommodations at work, foster communication, and improve the overall employee experience.

Workplace Accommodations

Employers should make accommodations that will include comprehension rates, favorable training environments, and other factors to improve the training and learning performance of their neurodivergent staff.

How to Provide Support in the Workplace

While knowing how to support neurodivergent employees is a step in the right direction, the icing on the cake is putting in the work and effecting this support. Employees should: [d]

● Follow up with the feedback from their staff and make necessary accommodations and adjustments to their LMS and other training programs they may have.

● Leverage the strengths of their neurodivergent workforce rather than focus on their weaknesses — a strength-based approach.

● Set up a reward system. [e] Reliable evidence shows that all employees benefit from regular praise and rewards; the same applies to neurodivergent employees, especially those with anxiety and low self-esteem from previous negative experiences.

To change the narrative and bridge the neurodiversity learning gap, companies should listen to their employees speak in whatever format, through a survey or some other feedback method, get re-educated, and make necessary accommodations. As a result, they can discover the individual learning needs of their employees and work toward meeting them.

Then, they can foster an enhanced learning environment and watch their neurodivergent and neurotypical employees progress at the same rate.

References

[a] Blake D., Palmer K. (2018). The Expertise Economy. Nicholas Brealey Publishing US.

[b] BegelA., Morris M. R., & Weidermann B. (2015). Understanding the Challenges Faced by Neurodivergent Software Engineering Employees: Towards a More Inclusive and Productive Technical Workforce. ACM. https://www.microsoft.com/en-us/research/wp-content/uploads/2016/02/neurodivergent_tech_employees_assets2015.pdf

[c] Burton, L., Carss, V., & Twumasi, R. (2022). Listening to Neurodivergent Voices in the Workplace. Ought: The Journal of Autistic Culture, 3(2). https://scholarworks.gvsu.edu/ought/vol3/iss2/

[d] (2018). Neurodiversity At Work. Chartered Institute of Personnel and Development [CIPD]. https://www.cipd.co.uk/Images/neurodiversity-at-work_2018_tcm18-37852.pdf

[e] (2022, May 31). The Power of Workplace Praise. The American Society of Administrative Professionals. https://www.asaporg.com/leadership/the-power-of-workplace-praise

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.

Photo Credit: fauxels/Pexels

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 Bridging the Neurodiversity Learning Gap in the Workplace appeared first on Susan Fitzell.

How to accommodate neurodivergent employees with learning disabilities in the workplace

Neurodiversity in the workplace is a hot topic. Employers are beginning to realize that a diverse staff is good for business. Yet, for employees with learning differences to thrive, they must be set up for success. This means changing the way organizations think and do business by implementing Dynamic Workplace Design™

The good news is, accommodating employees with learning differences doesn’t have to be complicated or expensive. Research shows that up to 59% of workplace adjustments cost nothing to the employer (CIPD, 2018). Here are some ways that Human Resources (HR) can accommodate adults with learning differences to maximize their organizational potential.

1 – Train your staff

You can’t do better until you know better. Implementing mandatory neurodiversity education and awareness training for all employees to help reduce cognitive bias is a great start. Negative external perceptions and stereotypes of neurodiversity are common (Burton, Carss, Twumasi, 2022.) Helping staff improve their understanding, respond to colleagues with empathy, and implement more inclusive practices can dramatically improve workplace culture (CIPD, 2018).

Expand neurodiversity training to management. Offering coaching to “expand awareness around reasonable adjustments to support staff who may be in the neurominority” helps create a supportive workplace culture from the top down (Gaul, 2021).

2 — Improve the onboarding experience of new employees

Often new employees are given a short orientation and an extensive employee handbook. They are expected to figure out the rest on their own, but the unwritten workplace rules are often complicated. Employers can help smooth that transition with a few simple changes to the onboarding process. Provide information about job expectations in advance and make it available in different formats. Highlight ‘obvious’ aspects such as expected working hours, typical break times, dress code, social events, and communication channels (CIPD, 2018).

3 – Ask for input

Simple questionnaires during the onboarding process that ask about workplace preferences can be invaluable. Include preferred location and workspace design, accommodation requests, and technology requirements. Tech requirements might include speech-to-text and text-to-speech as well as video speed controllers that adjust the rate of speed for content being listened to. Repeat the survey on an annual basis for all employees.

Often employees are reticent to disclose learning differences to employers. Questionnaires about workplace preferences and accommodations allow employees to ask for their preferences without requiring disclosure. Providing these questionnaires to all employees allows for a better work experience for all (Volpone, Avery, Wayne, 2022).

4 – Focus on strengths

Typical workplace feedback focuses on areas of weakness: the deficit model. Employee personal development plans often skew heavily toward working on areas in which the employee struggles the most. However, research suggests that this is not the most effective way to get the best out of employees. The opposite seems to be more effective. A strengths-based approach to task and employee management is correlated with better productivity. Research has shown that strengthening skill areas is more effective than working on skill deficits (CIPD, 2018).

5 – Dynamic Workspace Design™

Designing inclusive workspaces helps level the playing field for adults with learning differences. Considering the sensory environment is critical. Allowing for flexible workspace arrangements, such as providing quiet spaces, comfortable lighting, and low-traffic areas, are reasonable and easy to implement in many workplace environments (Wille, Sajous-Brady, 2018).

6 – Accommodations

In an ideal workplace, necessary accommodations would be available to all employees. Text-to-speech functionality, voice supports, screen customization, and social media tools are just some examples of technological accommodations that support the employee with learning differences, but that can also be helpful to all employees (Gronseth, Hutchins, 2019). Other accommodations can include providing meeting materials in advance, support for emails or other written materials, and avoiding spontaneous presentations or on-the-spot questions.

7 – Clear task communication

Clear communication is critical to getting the best out of all employees. Vague, generic instructions are often confusing for the employee with learning differences. Executive functioning skills around planning, prioritizing, and allocating adequate time to complete tasks are common areas of struggle for neurodivergent employees. Employers can help improve success by clearly communicating task expectations using multiple formats. Process clarifying flow charts, mnemonic devices, checklists, shared calendars, and ongoing milestones are encouraged.

8 – Mentoring

Ongoing mentoring for neurodivergent employees is a positive way to provide continuous informal feedback and on-the-job training. Mentors are also available to address concerns as they arise rather than wait till there’s a bigger problem. Mentoring programs, with mentors trained to support neurodivergent employees, provide that ongoing informal support that can help those with learning differences close some of the gaps that would otherwise be difficult to overcome.

9 — Reverse mentoring

Reverse mentoring programs have recently become popular to bridge the gap between senior and junior staff members in organizations. They can also harness the often-overlooked talents of neurodivergent employees (Kaše, Saksida, Mihelič, (2019). These employees often bring heightened creative thinking, identification of complex patterns, And advanced technological skills. By leveraging employees’ strengths with learning differences, organizations can help close the skills gap, foster crucial networking relationships, and improve retention and employee loyalty.

10 – Support circles

Support circles are designed with a broader scope in mind than one on one mentoring. They help new employees meet others within the organization and provide support during the crucial adjustment phase. For more experienced employees, support circles provide information, feedback, and a sounding board for navigating new challenges in the workplace. They can also be agents for change within a workplace setting.

11 – Professional development opportunities

Often managers overlook neurodivergent employees for professional development training opportunities, or the training is delivered in a way that is not optimal. “A full 67% of workplace learning programs are instructor-led, and 53% of those are in face-to-face formats, including virtual learning” (Gronseth, Hutchins, 2020). Using Universal Design for Learning practices in developing professional development training programs embraces learner differences and accounts for diversity during the planning stages. Even when professional development is offered using traditional methods, neurodivergent employees can benefit from a few modifications, such as 1) providing materials in advance, 2) in multiple formats, and 3) being flexible in how employees show their understanding of training materials.

12 – Invest in retention and advancement

Hiring employees with learning differences is just the start. Challenging them to learn and grow and providing opportunities for advancement and retention is a worthwhile investment. According to research by Burton, Carss, and Twumasi (2022), limitations placed by managers are considered one of the top two limiting factors in career progression for neurodivergent employees. One way to improve the retention of neurodivergent employees is by Fostering dynamic workplace design and committing to an organization-wide culture of inclusion and equity.

References

Burton, L., Carss, V., & Twumasi, R. (2022). =v. Ought: The Journal of Autistic Culture, 3(2), 56–79.

CIPD. (2018). Neurodiversity at work. Retrieved from www.cipd.co.uk/Images/neurodiversity- at-work_2018_tcm18–37852.pdf

Gaul, P., (2021). Neurodiversity benefits employers, TD Magazine. Retrieved from Neurodiversity Benefits Employers | ATD

Gronseth, S. L., & Hutchins, H. M. (2020). Flexibility in formal workplace learning: Technology applications for engagement through the lens of Universal Design for Learning. TechTrends, 64(2), 211–218.

Kaše, R., Saksida, T., & Mihelič, K. K. (2019). Skill development in reverse mentoring: Motivational processes of mentors and learners. Human Resource Management, 58(1), 57–69.

Volpone, S., Avery, D. R., & Wayne, J. (2022). Shaping Organizational Climates to Develop and Leverage Workforce Neurodiversity. In Neurodiversity in the Workplace. Taylor & Francis.

Wille, S., & Sajous-Brady, D. (2018). The inclusive and accessible workplace. Communications of the ACM, 61(2), 24–26.

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.

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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.

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