By creating a workplace that recognises and supports the unique strengths and needs of neurodivergent employees, businesses can reduce absenteeism, increase productivity and enhance employee engagement.
Features
Supporting neurodiversity – a key pillar of effective EDI
By
on 01 October 2024
In today’s highly competitive landscape, effective talent recruitment, engagement and retention is crucial to business success and, indeed, survival.
Photograph: iStock/Tharakorn
At a time when finding and keeping the best people seems increasingly challenging, dynamic employers recognise the importance of equity, diversity and inclusion (EDI) in fostering a productive and creative work environment. From C-Suite down, the HR challenge lies in establishing effective EDI principles and seamlessly weaving this golden thread into the culture and fabric of the business. This integration goes beyond policy statements and diversity training: it requires a holistic approach that understands and accommodates the varied needs of the workforce.
In the past five years, much has been done to manage and support mental health issues. Lessons learned and resources implemented in this process can be applied to the logical next steps in addressing other needs. Neurodiversity has gained a lot of press recently but other factors such as sleep deprivation and menopause also need more attention. Simultaneously, we must ensure that more traditional needs such as visual and hearing impairments are not overlooked.
Setting the scene: the imperative of EDI
Organisations across the globe are realising that a diverse workforce is not just a matter of corporate responsibility but a strategic advantage. At the heart of EDI lies the recognition that each employee brings unique experiences, perspectives and strengths. However, employers should broaden their understanding of diversity to fully leverage these strengths.
For an effective EDI strategy, it is essential to understand the various influences that impact an employee’s ability to perform and thrive at work. This includes considering the diverse neurological profiles within the workforce, ensuring that workplace conditions support physical and mental health and creating an environment that is accessible and conducive to productivity for everyone.
Given the breadth and scope of these contemporary topics, we shall now focus specifically on neurodiversity, which has gained significant traction in the modern workplace.
Accommodating neurodiversity – work to be done
The word neurodiversity defines the concept that people experience and interact with the world around them in many different ways. “There is no one ‘right’ way of thinking, learning and behaving – and differences are not viewed as deficits,” says Harvard Health.
Individuals with neurodevelopmental conditions such as autism, ADHD, dyslexia and dyspraxia perceive and interact with the world differently. These differences are simply alternative ways of thinking and processing information that can bring significant strengths to an organisation.
However, the current workplace environment is often not optimised for neurodivergent individuals, leading to recruitment, retention and performance challenges. Traditional hiring practices, for instance, can disadvantage neurodivergent candidates unintentionally due to a heavy reliance on standardised interview and assessment methods that do not account for different cognitive styles.
Guy Osmond is managing director at Osmond Inclusive Wellbeing Services and Osmond Ergonomics. Photograph: Osmond Ergonomics
Similarly, once hired, neurodivergent individuals may struggle with environments that do not accommodate their specific needs, leading to increased absenteeism, lower productivity and, ultimately, higher staff turnover.
According to the National Institute of Business report on neurodiversity in the workplace, neurodivergent individuals are significantly underrepresented in the workplace, with unemployment rates for adults with autism as high as 78 per cent in the UK. This underutilisation of talent represents a substantial loss, not just for the individuals, but also for the organisations that fail to capitalise on the unique skills and perspectives that neurodivergent employees can offer.
The business case for supporting neurodiversity
Recognising and supporting neurodiversity in the workplace is not just a moral imperative but also a strategic business decision that can yield substantial returns. Organisations creating an inclusive environment for neurodivergent employees can expect several benefits.
Reduced presenteeism
Presenteeism (circumstances when an employee is physically present at work but not fully engaged or productive) can be costly for business. It is difficult to measure but research suggests that the cost can be more than three times the cost of absenteeism. Neurodivergent employees may be particularly vulnerable to presenteeism if they are struggling to cope in an unsupportive environment and have to mask (conceal or suppress neurodivergent traits) to try and fit in.
For example, an autistic employee may struggle with communication and social interactions within the workplace. They could be inaccurately perceived as unwilling to engage in social events or not a ‘team player’, or experience a lack of communication between peers and management, leading to increased levels of stress and anxiety.
By contrast, organisations that provide the necessary tools and accommodations can help neurodivergent employees to work more efficiently and effectively. This not only reduces presenteeism but also enhances job satisfaction and engagement. A study by AON of workplace resilience found that employees who feel supported in their roles are 2.4 times more likely to be engaged in their work, highlighting the importance of creating an inclusive environment.
Reduced absenteeism
Absenteeism is a significant issue in many organisations, resulting in lost productivity and increased costs. Neurodivergent employees are particularly susceptible to absenteeism if the working environment is not conducive. For instance, individuals with ADHD may struggle in noisy environments or if their workload lacks structure, leading to stress and eventual burnout.
Photograph: iStock/SewcreamStudio
By contrast, workplaces designed with neurodiverse needs in mind, such as providing quiet spaces, flexible work hours, greater company awareness or alternative communication methods, can significantly reduce stress and improve attendance and performance.
A study by the UK-based charity Ambitious About Autism found that simple adjustments, such as clear communication of expectations and the provision of structured tasks, can lead to a 64 per cent reduction in absenteeism among neurodivergent employees.
Increased productivity
Neurodivergent employees often possess unique skills and strengths that can enhance organisational performance. For example, individuals with autism may have exceptional attention to detail and the ability to focus intensely on tasks, making them ideal candidates for roles that require precision and analytical thinking. Similarly, those with dyslexia often excel in creative problem-solving and lateral thinking, bringing fresh perspectives to innovation and strategy.
To harness these strengths, innovative organisations are moving beyond a one-size-fits-all approach to work and instead adopting flexible practices that allow neurodivergent employees to thrive. This might include offering varied workspaces, utilising assistive technology or providing tailored training programmes.
Research by the Chartered Institute of Personnel and Development (CIPD) found that businesses adopting such inclusive practices see a 30 per cent increase in productivity among neurodivergent employees. This not only benefits the individual, but also contributes to the overall performance of the organisation.
Return on investment
Investing in neurodiversity makes good business sense. For example, JPMorgan Chase & Co’s Autism at Work programme, launched in 2015, has reported that neurodivergent employees in specific roles are 48 per cent more productive than their neurotypical counterparts. Reduced absenteeism and presenteeism with enhanced productivity translate into improved outcomes and increased output.
Embracing neurodiversity can also enhance a company’s reputation, making it an employer of choice for top talent. In an increasingly competitive market, organisations that are demonstrably committed to inclusion will be better positioned to attract and retain the best personnel. In a survey by Deloitte, 80 per cent of respondents said that diversity and inclusion are crucial in choosing an employer, underscoring the importance of EDI in talent acquisition.
Conclusion
Embracing neurodiversity can deliver substantial benefits to organisations. By creating a workplace that recognises and supports the unique strengths and needs of neurodivergent employees, businesses can reduce absenteeism, increase productivity and enhance employee engagement. The evidence is clear: organisations that invest in their EDI programme are not only doing the right thing for their employees but also positioning themselves for long-term success.
To fully realise these benefits, management must evolve an inclusive culture that creates a new ‘norm’. This requires a commitment to continuous learning, flexible thinking and a willingness to adapt traditional practices to meet the needs of a diverse workforce. By doing so, organisations can create an environment where all employees, regardless of their individual needs, can thrive and contribute to their fullest potential.
The rewards – both human and financial – are well worth the investment.
Guy Osmond is managing director and Alex Reffell is operations manager at Osmond Inclusive Wellbeing Services.
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References
Ambitious about Autism. (2022). Adjustments and Inclusivity in the Workplace, ambitiousaboutautism.org.uk
AON (2022). Resilience and Employee Engagement in the Workplace, aon.com
Chartered Institute of Personnel and Development (CIPD) (2023). Inclusive Practices and Organisational Performance, cipd.org
Deloitte (2023). The Future of Work: Diversity and Inclusion as a Business Strategy, deloitte.com
Harvard Health Publishing (2021). Harvard Medical School, What is Neurodiversity?, tinyurl.com/mr3yxbs6
National Institute of Business (NIB) (2023). Neurodiversity in the Workplace: Unlocking Potential.
