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:

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.

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.

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.

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.

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.

Frequently Asked Questions

Why is neurodiversity important in the biotech industry?

Neurodiversity can strengthen biotech teams by bringing together people who process information, solve problems, recognize patterns, and approach research differently. Neurodivergent employees may contribute valuable strengths in areas such as research and development, data analysis, quality control, software development, clinical research, project management, and problem-solving.

How can biotech companies support neurodivergent employees?

Biotech companies can support neurodivergent employees by reviewing hiring practices, providing hands-on training, offering mentoring and coaching, creating sensory-friendly workspaces, and using multiple communication formats. Flexible work arrangements, clear expectations, accessible training materials, and individualized workplace accommodations can also help employees perform at their best.

What workplace accommodations can help neurodivergent employees in biotech?

Helpful accommodations may include quiet workspaces, adjustable lighting, noise-cancelling headphones, written instructions, visual schedules, digital organizers, flexible communication methods, and structured transition plans. The best accommodations depend on the individual employee, the work being performed, and the specific laboratory or administrative environment.

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/

Photo Credit for header image: ipopba / iStockphoto standard license

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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.

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. 

Key components of Inclusive Dynamic Workplace Design™

Inclusive Dynamic workplaces need to address three key elements:

• Reprioritizing the physical office space and configuring it to address new ways of working.
• Ensuring that employees have access to the tools and technologies needed to accomplish their assignments.
• 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.

Frequently Asked Questions

What makes a workplace neurodivergent-friendly?

A neurodivergent-friendly workplace gives employees options for how and where they work. That can include quiet areas, reduced sensory distractions, flexible work arrangements, accessible technology, clear communication systems, and spaces for both focused work and collaboration. The goal is to create an environment where different ways of thinking, processing information, and working can succeed.

How can workplace design support neurodivergent employees?

Workplace design can support neurodivergent employees by reducing unnecessary sensory and organizational barriers. Quiet workspaces, comfortable lighting, ergonomic furniture, reliable technology, flexible communication options, and access to low-stimulation areas can make it easier for employees to focus, regulate stress, and perform effectively.

What is Inclusive Dynamic Workplace Design™?

Inclusive Dynamic Workplace Design™ is an approach that looks beyond the physical office to consider the full employee experience. It includes workspace design, technology, hybrid work, employee learning, knowledge management, psychological safety, and workplace culture so that employees with different needs and working styles can succeed.

Photo Credit: Ridofranz /iStockphoto Standard License

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.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

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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.

Frequently Asked Questions

What are good team-building activities for neurodiverse teams?

Good team-building activities for neurodiverse teams provide structure, clear expectations, and more than one way to participate. Activities such as Think/Pair/Share, visual problem-solving, structured discussions, and planned social activities can help employees connect without putting unnecessary pressure on spontaneous social interaction.

How can managers make team-building more inclusive for neurodivergent employees?

Managers can make team-building more inclusive by explaining activities in advance, providing clear instructions, avoiding forced participation, and giving employees time to process before responding. Structured activities can help neurodivergent employees participate more comfortably while still encouraging collaboration and relationship-building across the entire team.

Why is structure important in group activities for neurodiverse teams?

Structure reduces uncertainty by helping employees understand what will happen, what is expected of them, and how they can participate. This can reduce anxiety for some neurodivergent employees while also making meetings and team activities more focused and productive for everyone.

Photo Credit: innovatedcaptures /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.

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.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

The post 5 Team-Building Activities for Neurodiverse Teams 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.

They train their managers and HR personnel to better interact and empathize with candidates.
They provide accommodation and support for their neurodiverse employees.
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.

FAQ

How do leading companies hire neurodivergent employees?

Leading employers often modify traditional recruiting practices so candidates have more opportunities to demonstrate their actual skills. These changes may include alternative interview formats, interview preparation, accommodations, manager training, skills-based assessment, and additional support during onboarding.

What makes a neurodiversity hiring program successful?

A successful neurodiversity hiring program goes beyond recruiting neurodivergent candidates. Employers also need trained managers, accessible onboarding, workplace accommodations, mentoring or coaching, and a culture that recognizes different communication and working styles. The goal is not simply to hire neurodivergent employees, but to create conditions where they can succeed and advance.

Can smaller companies use neurodiversity hiring practices?

Yes. Smaller employers can adopt many of the same principles used by large companies without creating a large formal program. Practical steps include training hiring managers, reviewing interviews for unnecessary barriers, offering accommodations, focusing on job-related skills, providing clear onboarding, and asking employees what support helps them perform at their best.

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.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

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A brief guide for managers: How to help neurodiverse employees set goals — job-related, task-related, and career-related — and follow through on them.

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.

FAQ

How can managers set effective goals with neurodivergent employees?

Managers can set effective goals by making expectations clear, breaking larger projects into smaller steps, agreeing on realistic deadlines, and adapting the process when needed. The goal should stay the same, but the path to reaching it may look different depending on how the employee processes information and works best.

What helps neurodivergent employees remember instructions and complete tasks?

Clear written recaps, step-by-step instructions, recorded demonstrations, screen-capture tutorials, and hands-on practice can all help. Some neurodivergent employees may retain information better when they can review instructions later instead of relying only on verbal explanations.

How can managers reduce anxiety when helping neurodivergent employees reach goals?

Managers can reduce anxiety by providing advance preparation, breaking tasks into manageable pieces, rehearsing high-pressure situations, and discussing possible challenges before they happen. Regular check-ins and a willingness to listen also help employees feel more confident and supported.

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.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

The post How to Set Goals with Neurodivergent Employees appeared first on Susan Fitzell.

Or, how to present information effectively at work?

Learning new skills and adding to an existing skill set is essential for every employee in your organization. But every individual learns slightly differently and at a different pace.

Even more importantly, you need to ensure that employees, especially neurodivergent employees, retain and process new information in a way that enables them to hang onto as much of that information as possible.

Why would I focus just on introducing new material? As a former teacher, presenting new material effectively was key to my student’s success. Understanding that not everyone learns the same way and varying presentation techniques is the key to success regardless of the learner’s age. 

It’s no different in the working world — in fact, for neurodivergent employees, learning new material can be more difficult because their focus must shift from an output mindset (completing their assigned work) to a receptive learning mindset.

Learning Management Systems (LMS) do an excellent job presenting information that needs to be retained and understood by every employee — such as diversity and equity training or harassment training.

But there are many times when a team or an individual employee needs to learn information that is more specific to their responsibilities. It’s important for career development as well as making an impact on performance. For example, A new VoIP phone system is rolled out companywide with many new features, including better integration with customer contact lists. But, as with all new software, there’s a learning curve. How can a manager train their team to use all the new features they need to know without overwhelming them?

45% — of employees spend at least 15 minutes searching for information previously discussed. (Source: Entrepreneur)

77% — of trainers spend at least 15 minutes explaining concepts over again.

65% — of learners will completely forget new information if they don’t apply it within a week! (Source: HBR)

As these statistics indicate, absorbing new information is challenging for most employees — even when they want to retain what they’ve learned! Realistically, it may take more than one session for employees to learn new information well enough to implement what they’ve learned.

Seven Strategies to Introduce New Information to Your Team

• Deliver new information in short, targeted sessions.
• Use large imagery and bold colors in your slide deck. Choose large images and text that pop with color. Just don’t put too many different colors on one page.
• Don’t clutter slides with too much text. Less is more. One to three bullets is ideal. 
• Pique their curiosity: short training sessions can keep employees curious and excited to learn more.
• Add a practice exercise: Whether it’s a group discussion, a simulation, or a team project, applying new knowledge in an interactive environment will stimulate retention through active recall.
• Follow-up. This is the ONE and yet most important practice that can make the difference between implementing the learning or not, and it is rarely done! Send a follow-up email after the presentation outlining the critical information covered. Employees, especially neurodivergent employees, can refer back to this email anytime they need a refresher. 
• Notice when you see your employees implementing their learning. Say, “I see you are making effective use of your training. I appreciate your effort.” Never underestimate the power of positive feedback. 

FAQ section

What is the best way to introduce new information to neurodivergent employees?

The best approach is to present new information in short, focused segments and give employees time to process and apply what they learn. Clear visuals, limited text, hands-on practice, and follow-up materials can help reduce overwhelm and improve retention.

Why do neurodivergent employees benefit from shorter training sessions?

Shorter training sessions can make it easier to process and retain new information. Long presentations may create cognitive overload, especially when employees are expected to absorb large amounts of new material without enough time to practice or reflect.

How can managers improve retention after employee training?

Managers can improve retention by following up after training, providing written summaries, encouraging employees to apply new skills quickly, and recognizing when they successfully use what they learned. Reinforcement helps turn new information into usable knowledge.

Photo Credit: FS-Stock / iStock Standard License

References: 

https://www.getbridge.com/blog/learning-analytics/10-stats-about-learning-retention-youll-want-forget

https://www.entrepreneur.com/living/how-to-help-employees-remember-what-they-learned-in-training/289499

https://blog.coursera.org/the-science-behind-how-your-employees-learn

https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development

https://medium.com/neurodiversity-at-work/a-dozen-tips-for-effective-presentations-when-managing-neurodiverse-employees-45e72b3c92db

https://elearningindustry.com/information-processing-basics-how-brain-processes-information

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

The post How to Train Neurodivergent Employees Without Overwhelming Them 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.

Frequently Asked Questions

Why do traditional workplace training programs fail some neurodivergent employees?

Traditional workplace training often relies heavily on text, lectures, timed testing, or one-size-fits-all learning management systems. These formats may not match how some neurodivergent employees process information. When training measures reading speed, rapid recall, or comfort with a particular format instead of actual knowledge, capable employees may struggle unnecessarily.

How can employers make workplace learning more inclusive for neurodivergent employees?

Employers can make workplace learning more inclusive by asking employees what helps them learn, providing information in multiple formats, adjusting training environments, and allowing different ways to demonstrate understanding. Feedback systems, accommodations, and strengths-based support can help employees learn more effectively.

What workplace accommodations can improve training for neurodivergent employees?

Helpful accommodations may include written instructions, visual supports, flexible testing formats, additional processing time, quieter training environments, recorded materials, checklists, and alternative ways to demonstrate knowledge. The goal is to remove unnecessary barriers while maintaining the same learning expectations.

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

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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.

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).

1 – Train your staff

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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Workplace bullying is a severe issue for all employees, and it is exponentially destructive for people on the autistic spectrum or with other neurocognitive differences. We know bullying, hazing, and harassment are workplace problems. Many of us struggle with how to deal with the issue effectively to s. Rather than philosophize about this issue, I’m sharing some practical strategies that provide ALL employees with a psychologically safe workplace and prevent bullying in a neurodiversity initiative.

Recognize bullying

Many workplaces do not recognize most bullying as severe enough to take action. Non-action conveys that the behavior is acceptable in a company’s culture. Consequently, bullying continues unchecked. Recognizing bullying is, therefore, crucial. We can’t fix a problem we can’t (or refuse to) see. Some companies face lawsuits because their neurodiversity initiative did not prepare the culture to understand and support the initiative first. Without taking the time to lay the groundwork, it’s challenging to build trust and psychological safety for teams.

Watch this video if you’d like to know how to promote trust on neurodiverse teams.

Foster effective management skills

“Nothing about us, without us,” an expression that may have originated at a disability conference in Eastern Europe, is an expression passionately exclaimed by the autistic community. Often, people with disabilities, people whose brains are wired differently, or people from minority groups are not included in discussions that make decisions that impact their lives and livelihoods. Influential leaders understand the importance of having stakeholders in the decision-making process. Ask for their thoughts, suggestions, and feedback. Provide a safe space for employees to share what isn’t working or how things might work even better. Success soars when a manager’s engagement with their employees is high. A manager’s attitude toward building a strong, supportive, positive workplace culture plays a vital role in protecting neurodivergent employees from harassment.

Provide education and training

Provide training and education about neurodiversity through thoughtful discussions and frequent training sessions. A one-and-done webinar on neurodiversity is not enough. It takes time, effort, and difficult conversations to foster changes in attitudes that, often, have formed over a lifetime. However, the investment is worthwhile because neurotypical employees can better support their neurodivergent coworkers when they understand daily difficulties. For a tangible example, meet Ella, an employee with a non-verbal learning disorder, and consider her humiliation when her teammate didn’t understand her learning differences.

Encourage generosity in the workplace

Appreciate employees’ excellent performance, give constructive feedback, and actively listen to their problems. I’ll never forget the one boss I had in my career that took the time to encourage, appreciate, and give kudos to me on sticky notes. That sticky note might be on a returned report he handed me (it said, “A thing of beauty”), or found in my office mailbox (that one said, “Well run meeting”), or on my desk (there were several over the years). I still have them. These little acts of kindness unlock generosity, willingness to share knowledge, and high morale. When employees feel good about their work environment, they are kinder to each other.

Create diverse teams when possible

I’ve heard stories of autistic employees being assigned to teams that only included other autistic employees. That’s akin to taking all the kids with learning disabilities and pulling them into a group in the back of the classroom and teaching them separately. The stigma is enormous, and expectations are often lower, thus stunting their growth. The effect is the same in the workplace. Include neurotypical and neurodivergent workers on teams because the ROI is much greater with the cognitive diversity on inclusive teams. Provide an environment that encourages a healthy exchange of ideas and acceptance of human differences. Such an environment helps employees to develop patience, generosity, acceptance, and mindfulness, all known to increase employee loyalty and retention.

Be an active listener

Listening skills are seriously underrated. Twenty years ago, active listening skills were taught in schools and businesses regularly. It was a ‘thing.’ Like many passing trends, listening skills fell out of vogue. Then came smartphones and reduced in-person face-to-face interaction. I suspect we, as a human race, listen less today than at any other time in history. Become a dependable source of support for your employees by learning how to connect sincerely and listen. Pay attention. It’s essential to not only listen to the words spoken but also to ‘listen’ to what is unsaid. Actively listen to them and provide helpful feedback. Active listening skills strengthen business connections, foster a sense of being heard or valued, foster trust, and enhance the value of communication. For a step-by-step guide for active listening, see my article, “3 Critical Skills Needed to Advance Your Career.”

Beware of environmental stressors

Inadequate or harsh lights, loud sounds, and strong fragrances can cause some, including the neurodivergent, to suffer chronic headaches, anxiety, visual stress, and depression. It’s difficult, and sometimes impossible, to work to the best of your ability in an uncomfortable environment. This is not an attitude problem; this is a biological problem. It’s also not a problem that only applies to neurodivergent employees. Consider how well you’d work in an office that was freezing cold or overly hot. How focused are you if you are trying to work while someone is banging on the ceiling while installing a new roof or fixing the air conditioning unit? Random noises are the worst distractors and annoyances. All of us struggle with some of these things.

Designing an environment conducive to high productivity is a win-win for everyone. If you can spare office space to create a sensory room, it might be just what is needed to bring out the best in some of your employees. For more information on sensory rooms, I’ve expanded on the idea in this article, “Sensory Rooms - Facilitating Neurodivergent- Friendly Workplaces.”

Create a lending library

Human resource teams and managers in every neurodiverse organization would benefit from access to books or articles on neurodiversity written by neurodivergent authors. Most people still don’t know what the word “neurodiversity” means. Even fewer understand the deeper nuances of neurodivergence. Making books and resources on neurodiversity available allows people to learn when they are interested and ready. These resources would be better if provided in multiple formats such as audiobooks, white papers, paperbacks, or digitally.

Institute a zero-tolerance rule

Bullying occurs in work environments where a disrespectful attitude is accepted. Implement strictly operational policies to stop workplace bullying under all circumstances and foster an atmosphere of mutual respect and courtesy. All allegations of abuse or bullying at work, whether possible or actual, should be dealt with in privacy, addressed seriously, and immediately investigated.

Understand the differences

Understand the differences between neurodivergent people born with brains wired differently and other mental disabilities and illnesses. Understand that not all autistic people have high support needs. Many are so successful in their careers and good at masking their neuro difference that they appear neurotypical. Recognizing our neurological perspectives helps us coexist more smoothly. Most of our attitudes and views toward people on the spectrum, or people with dyslexia, OCD, and other types of neurodivergence, are inaccurate. They are based on media representations or that kid we went to school with that was constantly criticized by the teacher for not acting or learning like ‘the other kids.’

Final thoughts on ways to prevent bullying in a neurodiversity initiative
It is time to stop ignorance and intolerance toward neurodivergence. If there is anything for which we need a solution, it is not autism but rather prejudice and ignorance. So, taking steps to understand neurodiversity, talk about it openly, and promote understanding will go a long way to foster successful 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.”

Frequently Asked Questions

Why are neurodivergent employees especially vulnerable to workplace bullying?

Neurodivergent employees may communicate, process information, respond to stress, or interact socially in ways that differ from workplace norms. Coworkers or managers may misinterpret those differences as rudeness, incompetence, lack of cooperation, or strange behavior. Without education and clear anti-bullying expectations, these misunderstandings can lead to exclusion, ridicule, harassment, or unfair treatment.

How can employers prevent bullying in neurodiverse teams?

Employers can prevent bullying by establishing and enforcing clear anti-bullying policies, educating employees about neurodiversity, involving neurodivergent employees in decisions that affect them, and creating safe ways to report concerns. Managers should respond quickly and privately to allegations while consistently reinforcing a culture of respect, psychological safety, and accountability.

What is psychological safety in a neurodiverse workplace?

Psychological safety means employees can ask questions, share ideas, discuss their needs, and report concerns without fear of humiliation, retaliation, or exclusion. In a neurodiverse workplace, psychological safety also means that different communication styles, sensory needs, and ways of thinking are respected rather than treated as problems.

How does management behavior affect workplace bullying?

Managers shape what employees believe is acceptable. When leaders ignore disrespectful behavior, minimize complaints, or fail to address harassment, bullying can become part of the workplace culture. Managers who listen actively, investigate concerns promptly, model respectful communication, and hold employees accountable help create a safer environment for everyone.

Does neurodiversity training prevent workplace bullying?

Neurodiversity training can help prevent bullying when it is ongoing, practical, and supported by leadership. A single webinar is rarely enough. Effective training helps employees understand neurodivergent communication, behavior, sensory needs, and workplace barriers while providing concrete guidance for respectful collaboration.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization! Featured seminar – Inspiring Success: Leadership Strategies that Promote Employee Success

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The difficult conversation we need to have before diving into neurodiversity in the workplace

We understand that the reason businesses exist is to make money. So naturally, an employer wants people who can best contribute to that goal. From the start of the industrial revolution, the ideal employee had no “hindrances” in helping the company meet its goals. As such, types of work were divided along gender lines. The striation is evident even today. Thankfully, the needs of society in the 1700s are not the needs of today. Further, current issues need innovative, out-of-the-box solutions, so a cookie-cutter “ideal” doesn’t have to exist for many roles.

Enter neurodivergent (ND) women. The stats regarding employment rates for this population sector are frighteningly low, and not for the reasons you think. Consider the following:

• Humans still, subconsciously, at least, prefer sameness when employing others which translates into a favorable bias for neurotypicality, whiteness, maleness, and other things traditionally deemed “normal” in the workplace. This natural human inclination results in a bias toward team-player personalities and those naturally comfortable in social settings. This tendency excludes many neurodivergent women.
• Neurodiversity is often unheard of or misunderstood. So without accurate knowledge of what this group of people is like, assumptions are made, and management runs with it.
• Workplace gender inequality is still a thing. The unconscious idea that women are less suited to specific roles exists, and it comes through even more strongly when neurodivergent traits are apparent.
• Sadly, mental illness and mental differences are still taboo, and many aren’t yet able to see beyond a diagnosis, labeling others by it when there isn’t a need to do so.

These facts converge into a situation that can affect 15–20% of the population.

That’s significant.

Diversification isn’t just a trend, a ploy to accommodate and appease neurodivergent women. It’s a requirement to continue being relevant and innovative. Is the effort worth it? Let’s talk about who we are.

Who are we?

Neurodiversity encompasses autism, ADHD/ADD, Tourette’s, dyslexia, dyspraxia, dyscalculia, and other mental health expressions. Many of us have an idea of what these conditions may “look” like. Still, that idea is typically based on what we see on television — a form of media where the male representation of these conditions dominates.

According to Zener, D. (2019), “Journey to diagnosis for women with autism,” autistic females are less likely to be diagnosed at an age where appropriate support can be put in place. If they are seen by a medical professional, they are often misdiagnosed as having anxiety, depression, or bipolar disorder.

The same applies to ADHD/ADD. If you try to find media representations of dyslexic celebrities and business leaders. Chances are, they are male.

Recently, in an effort to ensure that my keynote on the topic of neurodiversity at work included successful neurodivergent women of color, I spent five hours combing the web to find representation that was ‘self-disclosed” and well known. I avoid using examples that “others” have diagnosed from afar. I was shocked that examples were not easier to find. The only neurodivergent woman I found who openly discussed her diagnosis is artist, Morgan Harper Nichols.

As is common in medical research, neurodiversity was studied using mainly male sample groups. Consequently, the diagnostic tools that resulted from these studies favor diagnosis in males rather than females; thus, females are diagnosed less. Therefore, a false paradigm was reinforced that neurodivergence is predominantly male.

Males tend to externalize their distress through disruptive behavior or violence, while females are more likely to turn inward, resulting in psychosomatic symptoms, self-harm behaviors, and anxiety. This tendency is well known and is mirrored in the manifestation of clinical depression and suicidality in men versus women. (Hiller RM et al. 2014, Solomon M et al. 2012)

What to do (and not do) when your employee reveals their neurodivergence

If a neurodivergent woman at work discloses that she is neurodivergent, here are some helpful things to know:

• Her diagnosis will likely take you by surprise. Try not to react with statements like, “Oh! No way you are autistic! You don’t [fill in the blank — flap, have poor eye contact, etc.]. She’s likely been invalidated in this way her entire life. When an employee has the courage to disclose their neurodivergence, immediately dismissing what they are saying undermines their truth.
• Don’t presume anything.
• Don’t reference pop culture examples of neurodiversity. They’re often wildly inaccurate, one-sided representations from a neurotypical perspective only. Never say, “So you’re like….[fillin the blank — Rainman, Sheldon, the Good Doctor, etc.].”
• Listen with an open mind.
• Ask her about previous work experiences and how you can best support her.
• Understand that it takes a lot to disclose a diagnosis, and she is risking much by being open about it.
• Get to know the strengths and weaknesses of her type of neurodiversity and then ask what her lived experience has been.
• Don’t pathologize her symptoms if she experiences difficulties. Respect them instead. No one is perfect, and room for grace is always appropriate.
• Please do not talk about her disclosure to other employees.
• Discuss appropriate workplace accommodations and keep an open mind.
• Be patient with yourself and with her.
• Depending on her diversity, be aware that some tasks and obligations might be difficult or more tiring for your neurodivergent employee than they are for others.

What neurodivergent women want you to know

• If we don’t appear neurodivergent to you, it doesn’t mean that we aren’t. Masking is extremely common, and it has developed as a survival mechanism.
• We know what we are capable of, and we also know what we cannot do. Please don’t underestimate our abilities.
• Know that many neurodivergent women often don’t comply with society’s idea of what a woman “should” be. Don’t draw conclusions based on normative standards.

I can’t tell you how many times in my life I’ve been told I act more like a man than a woman. Unfortunately, that’s not considered a good thing by most people, especially men.

• We don’t use our differences as an excuse for special treatment, so try to bear that in mind when we do things differently.
• We learn differently from others. As such, our career path may look different from the usual.
• We may ask many questions or request clarification in writing more often than expected. There may be several reasons for this. But none of them are because we are stupid or are trying to be annoying.

This is another one that has been challenging for me at work and in personal relationships. I’ve learned to warn people that I ask a lot of questions not to challenge, but to better understand the why and how of what I’m being asked to do. So often, this questioning is read as resistance. Take a step back and hold your judgment. This person may be trying to ensure that she will meet expectations and do an excellent job.

• We might struggle with speaking up in social situations or may struggle to be heard and understood in meetings. Our colleagues can often miss our ideas because of that. Try to be conscious of this tendency.
• We often have an offbeat sense of humor. Try not to let it offend you.
• Any unexpected bluntness from us isn’t malicious.

This bluntness causes so many misunderstandings! It’s exhausting to try to make what needs to be said — soft and pretty — like a lady should say it. I’ve spent a lifetime working on reframing what I need to say so that it doesn’t offend, especially in writing. If the person I’m talking with is from the West Coast USA, I tell them I’m a New Englander so I’m direct. Then they may give me a pass!

• We are likely oblivious to office politics and may never be proficient in reading the room for trouble spots.
• Our facial expressions might be hard to read. Just know that it’s not deliberate. We are probably just concentrating hard.

All too often in my life, I’d be processing what was happening in the room, and people mistook my expression for anger. I wasn’t angry. I was processing! There’s a term for that expression. It’s called resting [fill in the blank] face.

In an interview with neurodivergent women on neurodiverging.com, Lauren Melissa, autistic advocate, and creator of AutieTips, had this to say:

“…we do have struggles, but we also have so much to offer. We are inherently valuable in a society that really needs out-of-the-box thinking and innovation in order to overcome the complex issues that we face. Not autistics face, but society as a whole face.”

It’s that last statement from Lauren that makes the point. Modern society as a whole has unique and complex challenges and needs. The one-size-fits-all, best practice, rigid thinking that defined work in the last century is outdated. There is no manual for the problems society faces. The only way is to lean into the complexity and allow the inherent diversity of human beings to be the tool to alleviate some of these issues.

How to support ND women in the workplace…and elsewhere

Jorun Bork wrote the article “5 Ways To Empower Neurodivergent Women In The Workplace” and mentions this gem from a career coach speaking on neurodiversity.

“Assume that all employees are neurodivergent to create an inclusive culture. Don’t assume that everyone would feel comfortable switching desks or not find the lights too bright. Then, if an employee is neurodivergent and you check in with them regarding the seating allocation and the environment, they will feel more supported.” (Bork, J)

Call to action

We need to see human beings for what they are and allow them to be what they are. We are all unique, capable, talented, fragile, and fallible creatures. We all get tired and overwhelmed sometimes. Mental illness is no stranger to many.

Psychological safety requires a softer, kinder outlook toward all people — neurotypical and atypical. Would not empathy, openness to learning, humility, respect, and childlike curiosity go a long way to improvements in work life, schooling, education, and simple daily life?

The neurodivergent doesn’t need special treatment — everyone deserves to be treated with understanding and dignity, which then calls for a less selfish outlook. Kindness is always a good idea.

References

Bork, Jorun, https://sheroserevolution.com/jorunbork/neurodivergent-women-in-the-workplace/

Centers for Disease Control and Prevention. Autism Spectrum Disorder Data and Statistics, 2022. Atlanta, Georgia: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention.

ORIGINAL SOURCE: Centers for Disease Control and Prevention. Attention-Deficit / Hyperactivity Disorder (ADHD) Data and Statistics, 2021. Atlanta, Georgia: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention.) REPLACEMENT SOURCE: https://www.rehab4addiction.co.uk/data/data-statistics-adhd

Doyle N. Neurodiversity at work: A biopsychosocial model and the impact on working adults. Br Med Bull; 2020. doi: 10.1093/bmb/ldaa021.

Hiller RM et al. (2014), Sex differences in Autism Spectrum Disorder based on DSM-5 criteria: evidence from clinician and teacher reporting. Journal of Abnormal Child Psychology. 42(8), 1381–1393

Solomon M et al. (2012) Autism symptoms and internalizing psychopathology in girls and boys with Autism Spectrum Disorders. Journal of Autism and Developmental Disorders. 42, 48–59.

Zener, D. (2019), Advances in Autism, Vol. 5 №1, pp. 2–13. https://doi.org/10.1108/AIA-10-2018-0041

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.

FAQ

Why are neurodivergent women often diagnosed later in life?

Neurodivergent women are often diagnosed later because many diagnostic models were historically based on how autism, ADHD, and other forms of neurodivergence commonly appeared in boys and men. Women may also mask their traits, internalize distress, or develop strategies that make their differences less visible. As a result, they may be misdiagnosed, overlooked, or unsupported for many years.

What is masking among neurodivergent women at work?

Masking is the effort to hide, suppress, or compensate for neurodivergent traits in order to meet workplace and social expectations. A neurodivergent woman may force eye contact, rehearse conversations, soften direct communication, hide sensory distress, or imitate expected social behaviors. Masking can help someone appear to fit in, but it can also be exhausting and contribute to stress, burnout, and reduced psychological safety.

How should a manager respond when a woman discloses that she is neurodivergent?

A manager should listen respectfully, maintain confidentiality, and avoid questioning or minimizing the employee’s disclosure. Rather than making assumptions, the manager can ask what support would help the employee perform at her best. The conversation should focus on the employee’s lived experience, strengths, workplace barriers, and any reasonable adjustments she may need.

What workplace supports help neurodivergent women succeed?

Helpful supports may include clear written expectations, flexible communication methods, quieter workspaces, advance notice of changes, additional processing time, and options for participating in meetings. Employers should also create a culture where employees can ask questions, communicate directly, and discuss their needs without being viewed as difficult or incapable.

How can employers reduce bias against neurodivergent women?

Employers can reduce bias by educating managers and hiring teams, reviewing assumptions about communication and professionalism, and avoiding narrow ideas about how women should behave at work. Inclusive workplaces assess people based on their contributions and capabilities rather than eye contact, facial expressions, social ease, or conformity to traditional gender expectations.

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CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization! Featured seminar – Inspiring Success: Leadership Strategies that Promote Employee Success

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