Enabling Neurodiversity at Work

Rain Khoo, Dec 2024

Introduction: The Untapped Talent Pool

The modern workplace is evolving rapidly, with innovation, creativity, and agility driving success. In this environment, leaders are under increasing pressure to discover overlooked sources of talent. Enter neurodiversity—which includes persons with conditions such as autism spectrum disorder (ASD), ADHD, dyslexia, and dyspraxia etc. These persons bring unique strengths to the workplace but are still grossly underrepresented.

Neurodivergent persons make up 15–20%^[i] of the global population, yet their employment rates remain remarkably low. For example, in the US, 85% of autistic adults with a college degree are unemployed^[ii], despite excelling in tasks requiring focus, precision, and analysis.  For organizations willing to take a new approach, they can address persistent skill shortages with specialized talent.

Understanding Neurodiversity: Moving Beyond Misconceptions

The term neurodiversity, is a relatively new word coined in the late 1990s. It disrupts traditional ideas about how people think and process information. It reframes conditions like autism and dyslexia as natural variations, rather than deviations. Neurodivergence is complex, and often stereotyped through their challenges rather than their strengths.

Neurodivergent employees often shine in areas where others might find challenging. Many autistic employees find purpose and precision in roles that require deep focus, such as data analysis or quality assurance. Similarly, those with ADHD bring unmatched creativity and energy, thriving in fast-paced or dynamic work environments. Persons with dyslexia bring strong visual thinking and problem-solving abilities, which are critical for roles requiring spatial reasoning.

Yet, most workplace systems and environments are built around neurotypical norms, unintentionally creating barriers for neurodivergent employees. Companies leading in inclusion have pivoted to reinvent workplaces, demonstrating that building a neuroinclusive culture and environment benefits not only the individuals but the organization as a whole.

Why Neurodiversity Matters: The Business Case

Research shows that companies fostering neurodiverse teams experience improved productivity, lower turnover, and higher employee satisfaction. Here are a few approaches to the business case:

1. Driving Innovation

Diverse teams perform better, and this includes cognitive diversity. Research shows that teams with varied ways of thinking are more creative and effective at solving complex problems. Neurodivergent employees often think differently, contributing fresh ideas and unconventional solutions. Running for more than a decade now, SAP’s Autism at Work has shown that a carefully constructed specialized programme can bring sustained returns.

2. Addressing Talent Gaps

The skills gap in technical areas in STEM is growing. Many neurodivergent people possess the analytical and technical aptitude that these industries need, yet their potential remains largely untapped. By adjusting hiring practices, organizations can access talent others are missing.

3. Improving Retention and Engagement

A workplace that supports neurodivergent employees is one that supports all employees. Creating an inclusive environment—where people feel valued and supported—improves overall retention, engagement, and morale.^[iii]

Tips on Building a Neuroinclusive Workplace

Here are the broad steps in this transformative journey:

1. Define Recruitment

• Identify suitable positions
• Collaborate with diversity recruiters or NGOs to identify candidates.
• Use skills-based assessments or practical tasks to evaluate talent. Offer interview adjustments, such as written formats or providing questions in advance.
• Consider a hire, train, place programme.

2. Make Reasonable Accommodations

Small accommodations often yield significant benefits. Examples include:

• Flexible schedules or remote work options.
• Quiet spaces or noise-canceling tools for those sensitive to sensory input.
• Clear, written instructions and structured workflows.
• Ensure that assistive technology is in place.

3. Train Managers and Teams

Managers play a critical role in creating inclusive environments. Training programs should:

• Educate teams about neurodiversity, focusing on strengths rather than stereotypes.
• Provide tools for adapting communication styles.
• Emphasize psychological safety, encouraging employees to share their needs,

4. Measure Success

Include neurodiversity in D&I metrics. Track recruitment, promotion, and engagement rates for neurodivergent employees, and use feedback to refine strategies.

Mindset: The Real Key to Success

Neurodiversity initiatives often fail because they start with the wrong mindset. When neurodivergence is treated as a problem to solve or a box to check, inclusion efforts become superficial and ineffective. Leaders need to approach neurodiversity from a position of strength, not limitation.

Neurodivergent employees bring skills—such as focus, creativity, and analytical precision—that can be game-changing for organizations. These strengths are not exceptions; they are intrinsic qualities that deserve recognition and support.

For inclusion efforts to succeed, leaders must communicate this value clearly. Neurodiversity should be seen as an asset, not an obstacle. Organisations would need to move beyond surface-level adjustments and transform workplace culture to celebrate differences and embrace new ways of thinking. At the same time, the working environment and systems have to be reviewed to allow everyone to contribute fully. 

Think Beyond the Norm

The opportunity to embrace neurodiversity is vast, and its rewards are tangible. Organizations that commit to inclusion are better positioned for the future. As work grows more complex, those who value different ways of thinking will gain a clear advantage. Inclusive workplaces are the foundation for creativity, innovation, and resilience.

The future belongs to those willing to break free from conventional thinking and tap into the full breadth of human potential.

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^[i] Nancy Doyle, Neurodiversity at work: a biopsychosocial model and the impact on working adults, 2020.

^[ii] Source: https://autismsociety.org/employment/

^[iii] Source: https://www.weforum.org/stories/2024/10/neurodiversity-neuroinclusion-workplace-business/

Dignite works on embedding D&I into the organisation through integrating D&I into every aspect of the employee lifecycle, from hiring to development and retention, and in every single touchpoint from processes to policies.