Historically, people have viewed neurodivergence from a deficit model point of view. Unfortunately, I’d say that this is the prevailing view. The world is still very much neurotypical-centric. Consider that neurodivergent brains are the other side of the same human neurological coin.

Humans tend to categorize, sort, and normalize information. In short, we do this to facilitate our understanding of a complex world. This tendency to categorize makes things manageable so we can focus on what we need to do. Unfortunately, this approach fails us when attempting to understand humans. We desperately want human interaction to be simple, but it isn’t.

The double-edged sword: Medicine and mental health diagnoses

Medicine has done a fantastic job of defining medical pathologies that can be addressed and cured. How do we know when we have gone too far? For example, when does a trait become a pathology? Yet, humans must deal with the reality that what is not diagnosed and labeled is not supported or accommodated in most countries.

As humans, we pride ourselves on being unique. We show compassion that counters the survival of the fittest idea. We take care of each other, even to our detriment. We are charitable. We love and mourn in a way that we don’t see among other creatures. We see this most clearly in families and small communities. However, as the group grows, we see how people create divisions among themselves. This division happens when some interpersonal conflict has the potential to threaten the group’s status quo. The result is an us-vs-them mindset.

This situation can stabilize if the conflicting groups are well-matched in number and strengths. However, it can become a vastly different situation when there is a clear social minority. Without a proper understanding of differences, this approach can cause harmless traits to be pathologized, and those possessing those traits become marginalized.

Moving from a deficit mindset to a gifts mindset

This fact is evident if we consider the ideas behind the deficit vs. a Gifts Mindset. As mentioned earlier, medical diagnoses are inherently based on a deficit mindset, and that’s appropriate since the goal of medicine is to heal a problem. When does this go too far, though?

Do ALL aspects of a learning or sensory processing difference need to be viewed from a deficit point of view? No. They do not.

“In education, a deficit mindset is when teachers or school leaders focus on problems rather than potential.” I prefer to focus on strengths or a Gifts Mindset. A Gifts Mindset focuses on a person’s strengths first and teaches how to utilize a learner’s gifts while using specific strategies to overcome obstacles that get in the way of maximizing talent.

One can extend the experience of learners to the modern workplace. How do employers view neurodiversity in the workplace? Does it seem too much effort to accommodate so much “deficit?” Suppose an employer views neurodiversity through the limiting view of the deficit mindset. In that case, it can seem like “more effort than it’s worth.”

The Double Empathy Theory

Like so much of life, the viewpoint we choose matters. The double empathy theory purports that deficits in communication between autistics and non-autistics are a two-way street. In other words, the deficit in communication must be accounted for by both parties — instead of laying the “blame” on the autistic alone. An extension of the theory holds that the “problem” is not precisely the pathology of a neurodivergent individual but rather the setting or the environment. Consider this:

This (double empathy problem) model “suggests that a disability is more about external circumstances that impact a person, [and] less a set of personal attributes. So, the person with ADHD is disabled by a busy, loud office apartment. They themselves are not the problem.” Source: https://www.jazzhr.com/blog/neurodiversity-in-the-workplace/

The idea that the entire problem does not belong to the autistic individual is a significant change in mindset. Yet, consider the possible advantages of reviewing how we think about the communication challenge.

How the deficits model fails us in the workplace

Think of an octopus that ventured out of the water onto the seashore. It happens under some exceptional circumstances. The octopus will do OK for a few minutes. It has nine brains and eight legs, so it can make do and persist for a time, but not for long. Does this mean that the octopus has an inherent deficit or pathology? No, the environment limits the octopus’s ability to thrive in that situation.

OK, let’s take a classroom example I have seen firsthand many times through the years. Jayden is a first-grader who is doing exceptionally well in school. His parents had been concerned because he had so much energy and could barely sit still in kindergarten. In first grade, everything was coming together for Jayden. He was thriving. He loved his teacher.

Then in second grade, everything changed. Jayden’s teacher called home multiple times to complain that Jayden was distracted, bored, and exhibiting challenging behaviors. Finally, the second-grade teacher referred Jayden to special education for an evaluation. Jayden is now diagnosed and labeled. This is the same kid who thrived in first grade with a teacher who understood how he learned. Then, he went to the second grade and had a different teacher who was less tolerant of Jayden’s energy level and struggled to engage him in learning.

Is Jayden like the octopus?

Over the past four decades, countless stories and studies show how students who fail in one learning environment may thrive in a different one. So why is the child pathologized?

The child is pathologized because it’s easier to blame the children or parents than to fix a broken system. The system is broken for many reasons; however, it starts with an educational system that views children through a deficit model instead of a Gifts Mindset. A Gifts Mindset would focus on the child’s strengths instead of their deficits.

Environment plays a huge role, from microscopic to plant life, and without a doubt, humans’ ability to thrive. If the deficit point of view is maintained, accommodating neurodivergent talent in the workplace can seem impossible.

If we are to create conducive and kind classrooms and workspaces, we need to replace the deficit model thinking and embrace a ‘Gifts Mindset’ and Inclusive Dynamic Workplace Design™.

In schools, this is called Universal Design for Learning. In autistic humans, a standard defining feature is that an individual has deficits in social interaction and communication. In looking at this deficit, consider the double empathy model again. The theory holds that the communication deficit comes from both directions, autistic and non-autistic.

While this might be uncomfortable, it bears consideration. Consider marriage relationships; both parties hold some responsibility in a disagreement. It gets ugly when one party puts itself on a perfection pedestal, and the other one is always to blame.

In his article, The Double Empathy Problem, Dr. Damian Milton states, “… these issues are not due to autistic cognition alone, but a breakdown in reciprocity and mutual understanding that can happen between people with very different ways of experiencing the world.”

Why does this change in perspective matter?

Imagine a world where we lead with reciprocity and mutual understanding. Is it possible? I’d like to believe that it is possible for those who strive for it in their corner of the world — one human light at a time.

We are experiencing a world where an us-versus-them mindset leads to striations and conflict. The result is chilling. It’s tearing apart families, friendships, and countries. So, how can we be the light? Let’s start with inclusion: workplaces, like classrooms, are based on an implicit hierarchy. At the school, the teacher can implicitly and unconsciously influence the culture of the classroom. The same goes for management in the workplace.

What can management do to improve inclusivity in their workplace cultures? Work toward a company culture that includes Inclusive Dynamic Workplace Design™. Inclusive Dynamic Workplace Design™ does not only consider physical space, corporate policies, and options for individual employee success; it makes inclusion and diversity the norm.

FAQ

What is the deficit model of neurodiversity?
The deficit model of neurodiversity views differences in thinking, learning, communication, or sensory processing primarily as problems to be fixed. This mindset focuses on what a person cannot do instead of recognizing strengths, supports, and environmental factors that influence success.

What is a Gifts Mindset in education and the workplace?
A Gifts Mindset focuses on a person’s strengths first. Instead of defining students or employees by deficits, it looks at how to use their natural abilities while providing strategies and support to address challenges. This approach helps create more inclusive classrooms and workplaces.

Why does the environment matter for neurodivergent people?
The environment matters because many challenges are not caused only by the individual. Noise, lighting, communication styles, rigid expectations, and poor system design can all create barriers. When schools and workplaces change the environment, neurodivergent people are more likely to thrive.

References:

https://www.autism.org.uk/advice-and-guidance/professional-practice/double-empathy

https://www.achievementnetwork.org/anetblog/eduspeak/deficit-mindset

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 Credits:
Andrea Migliarini /iStockphoto Standard License
Top Neurodiversity Speaker and Expert, Susan Fitzell, M.Ed., CSP

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

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

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

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For all the acceptance that neurodivergence has been receiving, including workplace initiatives to recruit and train neurodivergent talent, we still have a long way to go to achieve equity and full inclusion. Stereotypes still shape hiring patterns, and too many hiring practices are built around those stereotypes.

I have often spoken about neurodiversity as a competitive advantage. I have cited workplace research and employer case studies showing that neurodiverse teams can strengthen innovation, problem-solving, and performance when people are supported well. But there is another side of this conversation that deserves equal attention.

I also believe that every human being has unique gifts. Yet there is growing concern about the “superpower” stereotype in neurodiversity conversations. This language shows up especially often in discussions of autism. It is time to bring those concerns into the open.

When neurodiversity hiring initiatives are introduced, there is often an assumption that the candidates will primarily be autistic, and that they will be savants or extraordinary outliers. At the same time, those same candidates are often expected to assimilate into a neurotypical work environment that was never designed with neurodiversity in mind. They are expected to exceed expectations while also adapting seamlessly to systems that may be actively working against them.

This superhuman expectation is especially common in workplace conversations about autism. Our tendency to rely on stereotypes about people who are different from us weakens hiring initiatives before they begin. Despite growing awareness, the autism employment gap remains significant. In the UK, ONS-linked reporting highlighted by the National Autistic Society found that only 22% of autistic adults were in any kind of employment. That is not a talent problem. It is a systems problem.

At a time when highly visible public figures are often used as shorthand for neurodivergent success, it is worth asking what that idealization has done to the broader picture of neurodivergence. More than one autistic colleague has asked me not to use celebrity examples as proof points. Stereotypes that suggest neurodivergent people must be geniuses, savants, or exceptional outliers can be deeply harmful. They affect self-worth, distort public understanding, and raise the bar so high that ordinary human strengths are ignored.

At its worst, this pressure contributes to masking. Masking, or camouflaging, is a coping strategy in which autistic people suppress or alter natural traits in order to fit social expectations. Research continues to show that masking is associated with emotional distress, exhaustion, anxiety, depression, and burnout.

What counts as acceptable neurodivergence – and who decides?

Organizations often try to define what an acceptable presentation of neurodivergence looks like. When neurodivergent people are not included in those discussions, the result is often arbitrary. Presumed exceptional attributes become the standard. Corporate narratives end up rooted in social misconceptions rather than lived experience. Inclusion becomes tokenized.

Well-known workplace platforms often describe neurodivergence as a competitive advantage, but too often they do so by spotlighting extraordinary mathematical ability, software brilliance, or unusual memory. That focus on “superpowers” sets unrealistic expectations. Instead of creating equity, it flips reality on its head. It can leave people believing that neurodivergent employees are somehow privileged because of unusual gifts, while ignoring the real barriers they face.

This pattern is not new. It has deep roots in pop culture. Research on autism stereotypes has long noted that media portrayals disproportionately emphasize savant abilities and exceptionalism.

Movies like Rain Man helped bring autism into public conversation, but they also reinforced a narrow image by centering savant syndrome. More recent examples have continued that pattern. Characters like Sheldon Cooper and Shaun Murphy are often portrayed through the lens of extraordinary intelligence, eccentricity, and exceptional skill. The result is a damaging question that hovers beneath the surface:

Is neurodivergence only considered legitimate when it comes with exceptional talent?

Revamping our hiring practices

Generalizing the entire neurodivergent population under one umbrella does very little to dismantle the stereotypes that guide many human resource decisions. Hiring systems that see neurodivergence in black and white leave candidates facing the same recurring problem: to be accepted into a neurotypical workplace, they must either camouflage their neurodivergence through masking or somehow prove themselves extraordinary enough to compensate for it.

Pop culture continues to promote the idea that exceptional talent is the only acceptable version of neurodivergence. Hiring practices often mirror that belief.

This critique of the savant stereotype is not a call to lower expectations. It is a call to raise awareness. Employers need to become aware of the stereotypes that do not serve organizations seeking to build truly diverse, equitable, and inclusive workplaces.

If companies want neurodiversity hiring initiatives to succeed, they need to move beyond the search for brilliance wrapped in conformity. They need to stop asking whether a candidate seems exceptional enough to justify support. They need to ask whether the hiring process is actually measuring job capability or simply rewarding the people who best match a narrow social norm.

A neuroinclusive workplace does not assume every neurodivergent person is a genius. It does not expect people to be superhuman. It creates conditions where a wide range of minds can contribute, grow, and succeed.

References

Austin, R.D., and Pisano, G.P. “Neurodiversity as a Competitive Advantage.” Harvard Business Review, 2017.

Draaisma, D. “Stereotypes of Autism.” Philosophical Transactions of the Royal Society B, 2009.

Heasman, B. “Employers may discriminate against autism without realising.” London School of Economics Blogs, 2017.

Pearson, A. and Rose, K. “A Conceptual Analysis of Autistic Masking: Understanding the Narrative of Stigma and the Illusion of Choice.” Autism in Adulthood, 2021.

Neurodiversity Definition

Neurodiversity: This term refers to the natural diversity of human minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, I am referring to creating a workforce that reflects the broad spectrum of ways people think, process information, communicate, and learn. Some employees may be neurotypical, while others may have ADHD, dyslexia, autism, trauma-impacted ways of thinking, or other differences in how they move through the world.

Neurodiverse: This word is best used as an adjective to describe a group, team, or workplace. For example, you can say that a workplace is neurodiverse.

Be careful, though, because you should not describe one person as neurodiverse. An individual person should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking, processing, or learning differs from what is considered neurotypical. You may also see it abbreviated as ND.

Many neurodivergent people may have a diagnosis or label you recognize, such as autism, dyslexia, or ADHD. Neurodivergence may also include epilepsy, brain injury, or other differences in how a person processes the world.

FAQ

What is the “superpower” stereotype in neurodivergent hiring?
The “superpower” stereotype is the idea that neurodivergent candidates, especially autistic candidates, are valuable only if they bring extraordinary or savant-level abilities. This stereotype can distort hiring decisions by creating unrealistic expectations and overlooking capable people whose strengths are real but not sensationalized.

Why is the savant stereotype harmful in the workplace?
The savant stereotype is harmful because it narrows how employers define value. Instead of recognizing a wide range of strengths, employers may expect neurodivergent candidates to be exceptional outliers. That can lead to tokenism, biased hiring, masking, and missed opportunities to build truly inclusive teams.

How can companies make neurodivergent hiring more inclusive?
Companies can improve neurodivergent hiring by focusing on actual job skills rather than stereotypes, involving neurodivergent voices in decision-making, using skills-based assessments, and designing workplaces that do not require people to mask or conform to narrow social norms in order to succeed.

Photo by Michelle Cassar on Unsplash

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The post Stereotypes in Neurodivergent Hiring: When “Exceptional” Becomes the Expectation appeared first on Susan Fitzell.

The Hamilton Project just released a deep dive into how the grade a student was in during the COVID-19 shutdowns impacted the long-term post-COVID learning recovery for struggling students. And, while I applaud the rigor of the research, let’s get one thing straight:

Yes, grade level matters.  But if we stop there, we miss the real story.

This isn’t just about test scores. It’s about students. Struggling learners. Kids with potential buried under disruption, disengagement, and disconnection. Kids who didn’t just fall behind, they lost belief in their ability to catch up.

So here’s my take on the report, and what schools should be doing right now to get real results.

Let’s Talk About What Really Got Lost

The research confirms what educators have been saying for years now: students in upper elementary and middle school during the pandemic took the hardest academic hits, especially in math. Younger students, who started school post-COVID, seem to be recovering faster.

What the study doesn’t show – but what every teacher knows – is that what got lost wasn’t just content.

• Confidence took a hit
• Self-regulation skills unraveled
• Routines and relationships were thrown out the window
• And for many students, the identity of being a “successful learner” quietly disappeared

We’re not just rebuilding reading and math skills. We’re rebuilding kids’ belief in themselves.

The Real Shift? From One-Size-Fits-All to What-Works-for-This-Kid

For decades, our system has taught, primarily, to the verbal-linguistic, auditory learner. That approach leaves out a huge number of students in every classroom, COVID or no COVID. Now, post-pandemic, it’s even more critical to embrace differentiated instruction that actually reaches diverse learners.

“Good for all. Critical for different learners.”

This is not a time to double down on rigid pacing guides and one-way teaching. It’s a time to lean hard into:

• Chunked instruction that reduces cognitive load
• Brain-based strategies that make learning stick
• Instructional strategies that reflect the varied ways students process and engage with content.
• Choice and autonomy that fuel motivation

Why Older Students Are Struggling More, and What to Do About It

The research is clear: the older the student during COVID, the greater the drop in math and reading proficiency. That makes sense. These students had the most pre-pandemic expectations placed on them and the most complex content to master with the least support.

But here’s what matters now: How do we help these students succeed?

Start with Self-Regulation

Recovery starts with teaching students how to learn, not just what to learn.

Struggling learners don’t just need tutoring. They need tools to:

• Set goals
• Monitor progress
• Use memory and organization strategies that fit their brain

These are the skills of self-regulated learners and they’re the key to turning the curve around. 

Make Memory Strategies Visual, Vivid, and Doable

Let’s stop relying on rote memorization and start using:

• Mnemonics and acronym memory devices
• Color-coded notes and “snapshot” devices
• Visual organizers like mind maps and concept webs

Students don’t need longer assignments. They need smarter strategies.

Offer Choice. Always.

Want sustained focus? Give students control.

Even something as simple as, “Do these three tasks in any order you choose,” gives kids a sense of autonomy, and with it, increased effort and engagement. 

Let them doodle, color-code, or sit on a wobble stool. These aren’t gimmicks, they’re neuroscience in action. 

Don’t Just Track the Curve, Change the Trajectory

I appreciate the Hamilton Project’s approach. Their cohort analysis gives us a better picture of the long game. But we can’t wait for long-term studies to take action.

If we’re serious about changing student outcomes, we need to:

• Redesign instruction around how students learn best
• Build classrooms that support personalized learning and inclusion
• Focus less on where the curve drops and more on where we lift it

Final Thought: Every Learner Deserves a Win

The question isn’t just, “What grade were they in when COVID hit?”  It’s, “What support are they getting now to succeed?”

And that, friends, is a question we can answer today.

Want more practical strategies to reach your struggling learners? Explore 500+ ways to differentiate and accelerate learning in my book,  Special Needs in the General Classroom – Order here or bring me in for a PD session that turns awareness into action.
www.susanfitzell.com

References: 

https://www.hamiltonproject.org/publication/post/learning-curves-post-covid-learning-trajectories-differ-by-the-grade-a-student-was-in-when-the-pandemic-hit

Special Needs in the General Classroom, 3rd Edition: 500+ Teaching Strategies for Differentiating Instruction, 3rd Edition, by Susan Gingras Fitzell, M. Ed. (Author)

FAQ: Supporting Learners After COVID Disruptions

• Why did older students struggle more academically during the COVID-19 pandemic?
  • Older students faced greater academic challenges because they had more complex content to master and higher pre-pandemic expectations, but received less support during remote learning. The disruption affected more than grades. It also impacted confidence, self-regulation, and students’ sense of themselves as learners.
• What are the most effective strategies for helping students recover lost learning and motivation?
  • Recovery begins with explicit instruction in self-regulation. Visual supports and brain-based memory strategies matter. Students also need choice and autonomy. Chunked instruction, differentiated tasks, and predictable classroom routines help rebuild skills and confidence at the same time.
• How can schools support diverse learners in a post-pandemic classroom?
  • Schools must move away from one-size-fits-all instruction. Differentiated teaching that meets students where they are is essential. This includes varied ways to engage with content, personalized learning plans, and inclusive classroom environments so every learner has a path to success.

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

The post What COVID Learning Curves Miss: It’s Not Just About the Grade, It’s About the Learner appeared first on Susan Fitzell.

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

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

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

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

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

What is Neurodiversity in Biotech?

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

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

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

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

Why Hire Neurodivergent Employees?

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

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

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

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

Creating a Neurodivergent-friendly Work Environment in Biotech

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

Implementing Neurodiversity Programs in Biotech

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

1. Difficulty with transition and change

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

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

2. Challenges with soft skills and social interaction

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

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

3. Managing schedules and time management

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

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

4. Sensory sensitivities in the workplace

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

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

5. Adapting to varied communication styles

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

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

Conclusion

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

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

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

References

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

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

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

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

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

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

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

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

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

Research Background for Mind Maps, Etc.

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

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

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

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

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

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

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

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

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

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

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

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

Don’t leave out the human equation in office design

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

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

Inclusive Dynamic Workplace Design™

 

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

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

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Key components of Inclusive Dynamic Workplace Design™

Inclusive Dynamic workplaces need to address three key elements:

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

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

1. Leveling up knowledge management and employee learning.

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

Three steps for reprioritizing office space

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

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

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

Tools & technologies that increase productivity

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

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

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

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

Knowledge management

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

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

Incorporating neurodiversity into Inclusive Dynamic Workplace Design™

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

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

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

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

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

Photo Credit: Ridofranz /iStockphoto Standard License

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Can you do me a favor before you go?

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

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

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References:

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

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

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

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

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

Neurodiversity Definition

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

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

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

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

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

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

 

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

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The post How to Design an Inclusive Dynamic Workplace Environment that Helps Neurodivergent Employees Succeed appeared first on Susan Fitzell.

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

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

Think/Pair/Share

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

Tell a story, then discuss

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

Pattern out problems and solutions

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

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

Tongue twisters

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

Structured virtual happy hour

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

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

Photo Credit: innovatedcaptures /IStockphoto Standard License

Can you do me a favor before you go?

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

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

Neurodiversity Definition

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

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

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

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

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

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

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

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

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

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

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

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

Microsoft

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

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

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

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

Google

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

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

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

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

SAP

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

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

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

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

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

Can you do me a favor before you go?

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

Photo Credit: insta_photos /iStockphoto Standard License

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

References:

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

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

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

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

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

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

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

Neurodiversity Definition

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

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

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

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

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

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

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

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

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

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

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

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

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

What would this adjustment look like? 

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

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

How does the employee best retain information?

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

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

Is anxiety hampering employee performance?

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

How to minimize anxiety

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

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

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

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

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

Photo Credit: BalanceFormcreative, iStockphoto standard license

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

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

Sources:

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

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

Neurodiversity Definition

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

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

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

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

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

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

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

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

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

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. 

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

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

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

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

The post Introducing New Material: Seven Strategies That Won’t Overwhelm Your Neurodivergent Employees appeared first on Susan Fitzell.