Neurodiversity in the company: Definition & opportunities

How can neurodiversity be taken into account profitably in the company?

Neurodiversity (or neurodivergence) is a term that has been used more and more frequently in recent years. It describes deviations from what is considered the neurological norm as a different way of being - and not as deficits or diseases. The diversity of these deviations harbors risks due to a lack of understanding and prejudice, but also immense opportunities if companies respond to them appropriately.

The most important information on neurodiversity in the company

• Neurodiversity is a collective term for many different deviations from the neurological “norm”.
• The number of neurodivergent people is not increasing, but the number of diagnoses is.
• Neurodiverse people have different strengths and weaknesses than “neurotypical” people.
• They can be deployed in the company according to their abilities and enrich the teams significantly.
• It is important that some hurdles in the application process are removed so that the people concerned are open about their diagnoses.
• Managers and colleagues should receive training to prevent misunderstandings and discrimination.
• Neurodivergent people benefit from some adjustments in the workplace.
• Companies that are known as inclusive employers gain a decisive competitive advantage over their competitors - above all because awareness of neurodivergence and the needs of neurodiverse people is growing.

Definition: What is neurodiversity?

Neurodiversity refers to various forms of deviation from what is considered mentally or neurologically “typical”. In this context, the term “neurotypical” is used, although this term is extremely vague - after all, it covers a broad field.

There are various recognized forms of neurodivergence, such as

• AD(H)S
• All forms of autism
• Epilepsy
• Dyslexia
• Dyscalculia
• Dyslexia
• Dyspraxia
• Obsessive-compulsive disorder
• Anxiety disorder
• Tourette syndrome

The brains of all people function differently within a certain range. A certain spectrum is perceived as “normal”. People who have a form of neurodivergence are outside this spectrum. The deviations can affect very different areas - such as learning and thinking, motor skills, interaction, perception, sensitivity or language.

Are there more neurodiverse people?

Suddenly you hear it everywhere: a late AD(H)S diagnosis here, an autistic child there - could it be that the number of neurodivergent people is increasing? It is highly unlikely that this is the case. It is more likely that awareness of the differences between different people is finally growing and that an environment is slowly emerging in which neurodivergent people no longer have to hide their differences at all costs. They still face prejudice - but at least most people have now heard of neurodiversity.

The range of characteristics of the different forms of neurodiversity is broad. Most people do not show that they are neurodiverse. It is neither the case that they all suffer from severe limitations due to mental disabilities, nor that they are all secret geniuses. There are both, but there is also a broad middle ground of those who you don't notice.

Organizational psychologist Nancy Doyle founded  Genius Within, a company that specializes in the inclusion of neurodiverse people in the workplace. According to her estimates, between 15 and 20 percent of the world's population is neurodiverse.

Challenges for neurodiverse people in the working environment

A more or less regular working day can pose different challenges for people with different forms of neurodivergence, as can be seen here using the example of AD(H)S and autism:

• People with AD(H)S are often disorganized, which is mainly due to sensory overload. As they have no filters and are unable to separate themselves well, they are distracted by everything and often lose focus. They have difficulty prioritizing, often forget things or are late. They also get bored quickly. In a structured company with deadlines and agreements, these symptoms can make them stand out negatively.
• Autistic people, on the other hand, need fixed structures and often manage very well within them. What tends to cause them problems are various facets of communication: they are not always able to identify irony. Non-verbal communication is also problematic - they sometimes find it difficult to interpret gestures, facial expressions and looks. They therefore often lack access to an important level of human interaction, which sometimes makes them seem rude or disrespectful to their colleagues.

Neurodivergent people process information differently than those who are considered neurotypical. They often face difficulties when a certain behavior is expected of them that they cannot naturally provide or can only provide with great effort. Those affected often make these efforts, but they can end in burnout.

Strategies for hiding neurodivergence

Neurodivergent people often learn from an early age that it is not good to be “different”. Children are often cruel to people who don't understand them - and those who are outside the norm are initially met with a lack of understanding. The adults who deal with them (relatives, educators, teachers) also often lack knowledge about neurodivergence and therefore also a lack of understanding for certain behaviors. Without realizing it, neurodiverse children therefore learn to “mask” at an early age. They hide behaviors that are not well received by others and imitate the behavior of others.

Over time, this game of hide-and-seek becomes more and more professional. Many neurodivergent people hide their form of difference so well that most people around them are unaware of it. However, they often pay a high price for this: the secret adaptation costs a lot of mental strength. The feeling of burnout and despair is familiar to many of those affected, as is the struggle with the conviction that they are never good enough.

Special features can be advantages

The fact that human brains do not function completely true to the usual norm is not necessarily a bad thing - depending on the requirements, the deviations can serve as a weakness or a strength.

Attentive employers can promote and utilize the special characteristics of their neurodivergent employees in the best possible way:

• Employees with ADHD usually have a lot of energy, are willing to multitask and work flexibly, provide creative ideas and new points of view and are highly willing to take risks. Especially in an environment that encourages innovation and leaves room for trial and error, they can excel and drive the company forward.
• Autistic employees, on the other hand, often have the ability to absorb large amounts of information quickly and identify the most important points. They are less prone to making mistakes than “neurotypical” people and work more productively on average. They find it easy to recognize patterns and have a good eye for detail. Tasks (including repetitive ones) that require accuracy, care and diligence are in the best hands with them.

In order to take advantage of the special characteristics of neurodivergent employees, employers must create a working environment in which employees feel comfortable enough not to hide their neurodiversity.

If they are known, carefully trained managers can find the right jobs for the employees concerned. Just as they can make mistakes in an unsuitable position and impair progress, in the right position they can not only support the company but also drive it forward - they become a competitive advantage.

In a team where all members think very similarly, there is no one to take a different perspective or make original suggestions. There is no need to think outside the box. Neurodivergent team members leave well-trodden paths and bring new views and a breath of fresh air into everyday working life. Mixed teams work more innovatively and fruitfully.

Understanding neurodiversity as a resource

As neurodiverse employees can be of great benefit to the company if they are deployed correctly, treated with respect and given appropriate support, it is in the employer's interest to bring them on board. However, this requires a few extra steps - treating everyone the same way won't work, as neurodivergent people easily fall through the cracks that have been designed for “neurotypical” people.

In order to integrate and support neurodiverse people, adjustments are needed in various areas.

Adapt the recruiting process:

In a conventional job interview or assessment center, neurodiverse people usually have few chances. Even with good qualifications, they are often initially less convincing in human interaction than “neurotypical” people. This can be due to small things such as a lack of or infrequent eye contact, a lack of eloquence or the fact that the person does not smile easily.

Many neurodiverse people wisely withhold information about their differences during the application process. Most of them have already experienced discrimination and exclusion. If you manage to convince them to confide in the HR manager, you will have laid the foundation for a fruitful collaboration.

The HR departments in larger companies that have been recruiting neurodiverse specialists for some time (such as SAP, Microsoft and Ford) have received appropriate training. The companies make it easy for neurodivergent people to apply and to deal openly with their differences. They know that they can openly discuss their weaknesses here, but also emphasize their strengths. The recruiters know the communication patterns that differ from their own and do not misinterpret the behavior.

Train managers:

Not only recruiters, but also managers must learn to be open to different communication patterns:

• Restraint does not necessarily mean rejection,
• Avoiding eye contact is not a sure sign of shyness and
• Interrupting a conversation because of a flash of inspiration is not a sign of disrespect, but of genuine interest in the topic.

The younger the managers are and the earlier they come into contact with unfamiliar communication patterns, the easier it is for them to implement what they have learned. Older managers in particular, who have a lot of experience, sometimes find this adjustment difficult. They have to familiarize themselves with new concepts and ways of interpreting things and break down prejudices that they may not even be aware of themselves.

Adapt working environment:

Working in an open-plan office is incredibly stressful, especially for people who absorb everything from their surroundings unfiltered. If it is not possible to provide smaller rooms, devices such as noise-canceling headphones or spatial partitions between individual desks - such as plants - can help. Dimmable lighting is also a good way of limiting the overstimulation. Here is the most important information on workplace design for neurodivergent employees.

If possible, different rooms should be made available for the breaks - an example concept:

• A convivial coffee kitchen, for example, where employees can eat lunch together and exchange ideas
• A smaller break room for those who prefer their peace and quiet

Many of the neurodivergent people who have a problem with too many other people in a confined space welcome the opportunity to work from home. This is their safe space, where they know their way around. They can also be sure that no colleagues will chat next to them or want to spend their lunch break with them.

Coaching sessions for colleagues:

Like recruiters and managers, other employees must also receive instruction on how to classify the behavior of neurodiverse colleagues. General training on the topic is suitable here, not training tailored to a specific person. It is not about preparing people for an exceptional case, but about raising awareness that there are many facets of neurodiversity.

Good training in this area breaks down prejudices, explains facts and helps to approach other people with an open mind. It is not uncommon for trusted colleagues to later explain that they have partly found themselves in the explanations and that they can not only understand the behavior, but know it from themselves. The number of neurodivergent employees who never talk about the topic is relatively high.

Conclusion: Promoting neurodiversity in the company is effective employer branding

Employers who are now preparing to create a healthy and supportive environment for neurodiverse people are doing their company good in more ways than one: in addition to securing diverse talent, they are also setting the course for a future in which the company is known as an inclusive employer.

This could become a decisive factor in the war for talent. The number of people who function beyond the spectrum considered neurotypical has risen sharply in recent years. This does not mean that there are more people - it simply means that diagnoses are being made more frequently.

However, these are not so-called fashionable diagnoses. Whereas in the past there was talk of the “fidget spinner” or a somewhat mocking explanation that a person was very intelligent but not quite up to scratch socially, things are different today. Neurodiverse people who have struggled all their lives to adapt and have always wondered what is “wrong” with them are sometimes given a diagnosis and an explanation at a very late stage.

In many cases, it is a relief. They are not just “different” or “strange” - their condition has a name. And: there are people who share it. They can network, exchange ideas and give each other tips. Inclusive workplaces ensure that neurodivergent and “neurotypical” people work together openly and consciously and learn a lot about each other. As an employer, you can help make neurodiverse teams the norm - and give yourself an excellent testimonial.