Time to think differently: Neurodiversity in the workplace

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16 Feb

Do great minds think alike? Not always! We look at the advantages of having a neurodiverse workforce and how businesses can best support those who think differently.

Having neurodiverse individuals on your team is hugely advantageous, especially in the marketing sector, and fostering a workplace that recognises this will only improve business for the better.

Neurodiversity describes the range of differences in the way people experience and interact with the world. No two people’s brains are the same, and cognitive ability varies across the population. But, according to the Local Government Association, for over 15% of people in the UK (1 in 7) these differences mean they have been diagnosed with specific neurological conditions, such as autism, ADHD, dyslexia, and dyscalculia to name a few.

Neurodiverse individuals have many sought-after skills that can help a business. However, they often face difficulties when it comes to finding employment and thriving in workplaces that don’t accommodate them sufficiently. How can businesses improve their neurodiversity policies?

The advantages of thinking differently

The first step towards embracing neurodiversity in the workplace is to appreciate how people think differently. It is also about recognising that neurodiverse individuals bring insights and skills to the table that neurotypical people may not. While we should avoid grouping all individuals under one umbrella and making stereotypical assumptions, research has shown that hiring a neurodiverse workforce can bring fresh perspectives and ways of working.

So, what are some of these advantages? The National Autistic Society’s Autism at Work programme cites high problem-solving skills, creative thinking, attention to detail, and determination as just some of the talents neurodiverse employees often exhibit. And we can see this in action, with JPMorgan Chase reporting that their employees who are part of this programme were up to 140% more productive than their neurotypical counterparts.

If we were to look closer to home, the ability to think differently is something that the creative, marketing and advertising industries crave, as fresh ideas and perspectives are needed at a fast and furious rate in order to stand out from the crowd. The requirement to think, strategise, spot gaps and use data at every turn are things that increasingly require a difference of thought. Sometimes bringing a great idea to fruition takes just one person to see something from an alternative angle, and the chances of that dramatically increase when you’ve got a varied range of people in the room.

Accord’s Creative Director Richard Anderson believes that the skills neurodiverse individuals often exhibit are highly valuable: “Creativity involves thinking differently, seeing connections that others may miss, or even trying new and distinctive combinations. Standing out is more important than ever for brands, and so divergent thinking can be a significant asset for those wanting to build a career in creative industries.”

It's also worth noting that a proportion of consumers, and even your clients, may identify with this category themselves, so having neurodiverse individuals on your team is important in order to understand how best to communicate in terms of design, speech, imagery etc.

What’s more, current and prospective employees, clients and customers are increasingly valuing brands and employers who see all forms of diversity as important. As we previously discussed in our piece about strong employer branding, having employee wellbeing included in your benefits offering is a necessity, and considering neurodiversity as part of that shows a comprehensive approach.

So, we know that there are a number of advantages to hiring neurodiverse individuals, but what does the current employment landscape look like?

Neurodiversity and employment: untapped talent

MyDisabilityJobs, a platform that connects recruiters with job seekers who have disabilities, reports that in the UK alone unemployment among neurodiverse adults runs at 30-40%, which is eight times higher than among those who are considered neurotypical. But what are the reasons for this?

We recently attended a discussion hosted by ND Leaders, a network that empowers neurodiverse people in the creative and tech industries. They say that neurodiversity is a result of “naturally occurring variations in cognitive processing, rather than something that needs to be treated or cured.” However, many speakers highlighted stigma, poor awareness, and the lack of appropriate workplace infrastructure as challenges neurodiverse individuals face. Kim Lawrie, Head of Technology at House 337, was diagnosed with autism at 18. She said that she often felt herself ‘masking’ in the workplace, meaning that she felt the need to cover up her differences to appear neurotypical, leading to feelings of isolation.

Accord’s HR Manager Gail Norman says, “a common misunderstanding is that neurodiversity is a disability and that being neurodiverse means you cannot perform successfully in the corporate world.” She emphasises the importance of hiring a neurodiverse workforce: “a large proportion of the UK population is neurodiverse, so this is a lot of talent employers are missing out on if they don’t engage with this group.”

How can you support a neurodiverse workforce?

Sometimes, the challenges neurodiverse people face when looking for employment start at the beginning of the hiring process. Practices such as screening CVs for spelling errors when jobs don’t require perfect written communication, overly lengthy and jargon-heavy job ads, and a rigid approach to interviews can deter neurodiverse individuals from the very start. Gail says avoiding a one-size-fits-all approach to hiring new recruits can be beneficial for neurodiverse individuals: “asking candidates what they need and what will help them is the most important step employers can take.”

She goes on to say that “simple adjustments can help candidates perform to their best abilities, such as additional time to complete competency tests, allowing interviews to take place over Teams or with a smaller group rather than a panel interview.”

Once a neurodiverse individual is hired, they may face difficulties in the workplace if it is set up with only neurotypical people in mind. “Office culture and norms can present challenges for neurodiverse employees,” says Gail. “Small changes can make a big difference: quiet spaces away from open plan areas, good natural light, allowing employees to wear headphones if they need to block out distractions. Additionally, being flexible about start and finish times, and allowing hybrid working, gives these employees the option to work at the times that suit them.”

Auditing both your hiring process and office set-up is a great step in the right direction. Tools such as BBC CAPE’s (the BBC’s neurodiversity programme) Sensory Environment Checklist are a good starting point. This helps businesses to ‘consider the different sensory responses to an environment that some people may experience’ within their office. It looks at the visual, auditory, smell and tactile elements that neurodiverse people may be affected by, such as the lighting, layout, signage and sound, and provides a checklist for offices to see how they can best accommodate these individuals.

Additionally, there are platforms such as accessiBe that can help ensure your website is accessible to all, with options that allow people with ADHD, Autism and Dyslexia to read your content more easily.

At Accord, we’re constantly reviewing our recruitment practices to ensure we support neurodiverse talent. The wellbeing of our employees is of the utmost importance, and we work to accommodate every individual. If you’re keen to join our team of creative thinkers, strategists and problem-solvers, please don’t hesitate to get in touch.