Neurodiversity in the workforce can bring new perspectives, fresh ideas, and has the potential to make teams 30% more productive, according to research from Deloitte. Neurodivergent professionals often demonstrate strengths in areas such as creativity, systems thinking, and the ability to hyperfocus on areas of interest.
However, those strengths also come with increased challenges around sensory overload and navigating unstructured social and professional interactions. But with the right accommodations implemented, IT leaders stand to benefit from increased diversity of thought and perspective when hiring neurodivergent tech professionals.
Enteprise technology vendor Pure Storage is one company that has worked to build a more inclusive environment for neurodiverse tech workers. Paolo Juvara, chief digital transformation officer and executive sponsor for the company’s ABLE employee resource group, says the company recognized, based on “general population statistics,” that there is likely to be a high percentage of neurodiverse employees in its organization. As a result, Pure Storage set about fostering an inclusive environment where neurodiverse employees can thrive.
“Better understanding this population is key to serving them well. For that reason, we encourage employees to disclose their diagnosis, but we are aware that this is a very sensitive topic, and we do not want to create any sort of pressure around it,” Juvara says.
Creating a culture for disclosure
Receiving a diagnosis of neurodivergence can be a significant moment for any individual, often “providing a sense of validation and self-understanding,” according to the Promoting Neurodiversity report from the Association of Project Management. But disclosing that diagnosis at work is a nuanced and complex decision, with “potential risks, particularly for those in junior roles.”
In addition to fears of discrimination or misunderstanding, neurodivergent professionals can also be concerned that any work-related issues will be drawn back to their individual diagnosis. Because of this, employees need a sense of security around disclosing a diagnosis. Examples of how doing so will benefit their careers and professional life, rather than work against them, can help.
Employees who don’t feel comfortable disclosing neurodivergent conditions often find themselves “grappling with escalating levels of stress and frustration,” according to Change The Face’s Neurodiversity in the Tech Sector report. On the employer’s side, this discomfort can turn into “diminished engagement and productivity.” Only 43% of neurodivergent respondents say they had disclosed their diagnosis to their employer, with 57% saying they did not disclose.
Reasons for not disclosing include feeling that the potential outcomes of disclosure are not worth the risk (53%), concerns about stigma (27%), and fears of career impact (24%). Only 9% of neurodivergent employees said they seek adjustments — and of those who did seek accommodations, 56% said they received what they asked for, while 29% said they received partial accommodations. Reasons cited for not seeking accommodations include concerns about perception (32%) and uncertainty about needed adjustments (29%).
At Pure Storge, cultivating an environment that welcomes disclosure of neurodivergent diagnosis has helped many employees to come forward to share their disabilities. Štěpán Hladík, a technical sourcer in R&D recruiting, has disclosed his neurodivergence at work, noting he feels “truly privileged to have been around colleagues who are willing to understand or actively try to learn about biases that impact all of us.”
While that’s been his experience at Pure Storage, Hladík notes that he’s had previous experiences at other companies that left him feeling misunderstood or frustrated.
“The structure [at Pure Storage] helps me quite a bit,” says Hladík, who works closely with his team to identify accommodations. He has also brought his perspective to the company’s hiring process to help ensure the company better accommodates neurodivergent candidates and reduces bias.
Implementing accommodations and formal policies
Neurodivergent professionals are skilled at managing their disabilities through self-initiated coping strategies, whether that’s through therapy or interpersonal networks. But it’s still critical for organizations to implement formal organizational support and policies to help reduce stress on neurodivergent employees.
Neurodivergent employees have an increased need for clear and structured communication, such as creating predictability around meetings and communication. This can help improve engagement and reduce stress or anxiety for neurodivergent workers. It’s also important to be consistent in maintaining these policies, so that they’re respected across the organization and become part of the organization’s core business practices.
Juvara says Pure Storage began implementing accommodations by assessing the company’s environment, policies, and processes to ensure they are welcoming and inclusive. They then introduced training programs for managers, with a focus on how to nurture neurodivergent talent. As initiatives grow, the company continues to identify other benefits and accommodations it can offer to support neurodiversity.
“A lot of accommodations are very easy to make — it’s all about balance,” says Juvara.
In one instance, he says the organization was planning the company kick-off, including a “big stage and flashing lights, intended to amplify the buzz and excitement.” However, a few employees approached him to express concerns about it being an “overwhelming sensory experience,” so the company decided to establish “quiet overflow rooms, where people can go to participate without the sensory overload,” he says.
Considering this accommodation was well-received, Pure Storage extended it to the workplace, establishing “designated quiet areas, where the team can go and there’s no chit-chat or other distractions,” Juvara says, noting that this accommodation has been received positively by both neurotypical and neurodivergent employees — boosting morale across the board.
In addition to implementing quiet rooms and designated quiet areas, Juvara says they are “continuously incorporating feedback into ongoing office design,” identifying opportunities for accommodations and proper ergonomics across all Pure Storage offices. Incorporating this feedback into the design has been “infinitely more effective than trying to force fit accommodations in after the fact,” he says.
Building awareness through training
It’s important to remember that not all neurodivergent professionals are the same — some will need accommodations that others don’t, and vice versa. For example, in the report from Change the Face, when asked about remote work, one in two neurodivergent employees reported “feeling overwhelmed by distractions in the office on a regular basis,” while others “expressed a preference for the office environment due to the stimulation it provides when working alongside colleagues, as opposed to working remotely from home.”
Although determining the right accommodations for your workforce may be challenging, the need to do so is vital. Just 6% of neurodivergent professions said they never felt impacted by their condition(s), while 46% said they are affected nearly every day, according to the Change the Face report. Additionally, 68% of those affected daily by their condition reported fair or worse mental health. For context, 78% of neurotypical employees described their mental health as “good or very good,” while only 48% of neurodivergent employees said the same.
In addition to taking stock of their corporate culture and committing to making accommodations, organizations should also provide training opportunities to educate employees, especially leaders and managers, about neurodivergence and how to better support colleagues that have disabilities.
“I was initially very skeptical about some of our ABLE ERG program offerings as I couldn’t find anything in it that I didn’t already know from my own experiences,” says Hladík. “But I realized the benefit for others, especially people managers, who are looking to educate themselves. While I’m very familiar with my neurodiversity, training platforms can be very helpful to others.”
Employers will find that neurodiverse employees are skilled at managing their own disabilities — it’s how they got to where they are in their careers. But education and awareness can go a long way in helping to alleviate some of the added burden of managing neurodiverse conditions in the workforce. And companies will find that oftentimes these accommodations have positive impacts for everyone in the organization, not just those with disabilities.
“Neurodivergence is an invisible condition and one of the things that I observed is that often this community feels unseen — creating awareness is critical to create an inclusive environment,” Juvara says.
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Source: News