Sandi Wassmer, CEO of the Employers Network for Equality & Inclusion (enei) explains how to attract and support neurodiverse talent.
It is estimated that between 15% and 20% of people in the UK are neurodiverse. Neurodiverse people bring unique skills, perspectives, experiences, approaches and abilities to the workplace. Whilst umbrella terms such as ‘neurodiverse’ or condition specific terms such as ‘ADHD’ or ‘Autism’ provide useful reference points, neurodiversity covers a very wide spectrum, so it is vital to be mindful that every person is an individual and should be treated as such. Just as no two neurotypical employees are identical, the same applies to neurodiverse people. Employers should take the time to understand each person’s strengths, areas for development, and the support they require to thrive.
With many employers facing challenges in attracting and retaining talent, ensuring equal opportunities for neurodiverse employees is equally a moral, legal and business imperative. Neurodiverse people offer employers a massive untapped talent pool; they often challenge norms and bring fresh ways of problem-solving, driving creativity and innovation. Employers should be alive to the fact that diversity in all of its guises is crucial for success. A workforce that reflects the customers and communities it serves ensures that products and services remain relevant and consistently delight.
Rethinking the employee life cycle
As a CEO with ADHD, I have seen first-hand how neurodiverse individuals can flourish when provided with the right support. Yet many organisations overlook neurodiverse talent, restricting them to technical or individual contributor roles. It is time for employers to rethink every aspect of the employee life cycle. This ensures that neurodiverse people are recognised, nurtured, and given opportunities to learn, grow, develop and progress, just like anybody else. The common misconception that neurodiverse people cannot lead couldn’t be further from the truth. In fact, we make open, authentic, empathetic, straightforward and honest leaders.
When it comes to attracting neurodiverse talent, traditional recruitment processes can disadvantage neurodivergent candidates. Vague job descriptions, unstructured interviews, and rigid application processes create barriers that prevent capable professionals from showcasing their strengths. Employers should make recruitment more inclusive by focusing recruitment packs on essential skills, experience and qualities, rather than exhaustive requirements. Consider how work trials and skills-based assessments can be part of the recruitment mix. Offering reasonable adjustments, such as sharing interview questions in advance, enables neurodiverse candidates to perform at their best. As it happens, this is also great for people with anxiety, or those who just get nervous at interviews.
One size doesn’t fit all. Like me, many people are now being diagnosed well into their working lives and will have a very different experience to those who were diagnosed whilst in education. The diagnosis itself is just the beginning, and it takes time for people to fully understand what support and resources they need to flourish. For example, I navigate the intersection of ADHD and blindness, so when speaking at conferences, I prefer fireside chats over scripted talks. This allows me to engage naturally while the interviewer prompts me with questions.
Creating environments where neurodiverse employees can thrive
When it comes to retaining, developing and progressing neurodiverse employees, this requires an inclusive culture and psychologically safe environment that embraces different ways of thinking and working. Many neurodiverse professionals struggle in workplaces that fail to accommodate their needs, leading to high turnover and a loss of valuable talent. To improve their experiences, organisations should have well-structured and unambiguous processes, along with clear and concise methods of communication. In verbal communication, compounded information or questions can be overwhelming. In written communication, try chunking information into short sentences or bullet points, using headings to categorise themes or topics. This ensures that neurodiverse employees receive information in an easily digestible manner.
Flexibility and tailored support matter
Many neurodiverse people experience sensory overload, so may prefer quieter spaces. They may also find that they are more productive at certain times of day, so a flexible approach to working hours can be hugely beneficial.
Neurodiverse individuals often face barriers to career progression because leadership pathways are not designed with them in mind. Tailored mentorship, coaching, peer to peer support and development programmes can help unlock their potential.
It all starts with culture
All of this is only possible in an environment where employees feel valued, respected and safe to be themselves. They need to be able to take risks, make mistakes and learn from them, to put forward ideas, raise concerns and contribute to the decisions that shape their working lives, without fear of judgment.
For neurodiverse people, and everyone else for that matter, to thrive, employers should start with the foundation of a strong culture that is led from the top. Leaders should live into their organisation’s values and role modelling the behaviours associated with them. In this environment, where everyone feels included, neurodiverse people will have the tools they need for success and enjoy the same opportunities as their neurotypical peers.
