Aileen Carson
In today’s evolving work environment, diversity and inclusion are rightly recognised as essential elements of a thriving organisation. However, one often overlooked aspect of diversity is neurodiversity – the natural variation in human brain function. Charities that embrace neurodiversity can enhance innovation, improve problem-solving and create a more inclusive culture that benefits both employees and the communities they serve.
What is neurodiversity?
Neurodiversity refers to the wide range of cognitive differences that exist among individuals. This includes autism, ADHD, dyslexia, dyspraxia, Tourette syndrome, mental health problems and other neurological conditions. Rather than viewing these differences as deficits, it’s important to recognise them as part of the natural spectrum of human thinking and problem-solving.
Neurodivergent people often bring unique strengths to the workplace, including heightened creativity, attention to detail, pattern recognition and innovative thinking. However, they may also face challenges in traditional work environments, making it essential for employers to provide inclusive and supportive workplaces.
Spiky profiles
One way of explaining the differences between neurocognitive abilities is through spiky profiles. This can be particularly helpful if someone receives a diagnosis, but is given little information about what this means for them. Understanding spiky profiles can also help employers and managers support their neurodivergent colleagues better.
In the graphic below, the purple line across the middle is the profile of a neurotypical person. While there are some things they find easy and some things they find difficult, the difference between their strengths and weaknesses is not huge.
The blue spiky profile is that of a neurodivergent person. The differences between the things they find easy and the things they find difficult are much greater. A neurodivergent person may find there are things they can do far better than their neurotypical colleagues, but there may also be things they find much harder.
The benefits of embracing neurodiversity
There are many benefits to embracing neurodiversity and to recognising the strengths of neurodivergence. Here are a few strengths, but it’s important to recognise that everyone is different and not all neurodivergent people share the same strengths and weaknesses.
Enhanced innovation and creativity – neurodivergent employees often think outside the box and approach problems from fresh perspectives, bringing innovation to project planning and service delivery.
Stronger analytical skills – many neurodivergent individuals excel in pattern recognition, data analysis and logical reasoning, making them valuable in strategic decision-making.
Increased employee retention and satisfaction – a workplace that values neurodiversity is often more flexible, inclusive and supportive, leading to higher employee morale and lower turnover rates.
Improved organisational effectiveness – promoting neurodiversity demonstrates a commitment to fairness and equal opportunity, strengthening relationships with stakeholders and beneficiaries.
Intersectionality
Intersectionality in neurodiversity refers to how different social identities, such as race, gender, class, disability and sexuality interact and overlap with neurodivergent experiences. When viewed through an intersectional lens, it becomes clear that the experiences of neurodivergent individuals are shaped not only by their neurological differences, but also by the various social identities they hold.
Race and neurodiversity
Neurodivergent people from marginalised racial and ethnic backgrounds often face compounded discrimination, which means they are less likely to receive early interventions and support. Additionally, neurodivergent people of colour might face double stigmatisation from both ableism and racism.
Gender and neurodiversity
Gender plays a significant role in how neurodivergence is understood and experienced. Historically, conditions such as autism and ADHD have been primarily studied in boys, leading to diagnostic tools and criteria that often overlook the ways these conditions manifest in girls and non-binary people, resulting in delayed diagnoses or misdiagnoses.
Neurodivergent LGBTQ+ individuals may also face unique challenges, navigating both societal bias against their neurodivergence and discrimination based on their gender or sexual orientation.
Class and access to resources
Socioeconomic status also impacts the experience of neurodivergent people. Access to diagnostic services, therapies and support sometimes depends on financial resources. People with a higher income are more likely to be able to afford private assessments and support services, while those from lower-income backgrounds may face barriers in accessing timely diagnoses or necessary adjustments at work and school.
Addressing systemic barriers
Understanding how systems of power and privilege interact with neurodivergent identities helps to identify and dismantle the barriers that keep some neurodivergent people from accessing the same opportunities and resources as others.
An intersectional approach to neurodiversity recognises the diverse and overlapping identities that shape a person’s experience and ensures that neurodivergent individuals from all backgrounds receive the understanding, adjustments and advocacy they need.
Practical adjustments to support neurodivergent employees
To create a neuroinclusive workplace, there are some very simple, but effective, adjustments that employers can implement to help their employees work at their best. It's essential that employees know they do not need a diagnosis to request adjustments.
Many adjustments cost very little or nothing at all. Access to Work (https://www.gov.uk/access-to-work) provides funding for adjustments for people who work in the UK. However, it can take months for an application to be approved.
The following are suggestions for low-cost or no-cost adjustments.
Flexible working arrangements – allow for remote work, flexible hours or quiet workspaces to accommodate different sensory and productivity needs. Consider providing options for asynchronous communication to support those who work best with structured time for processing information. Some people have slower processing speeds and may need time to process information and think about what they want to say.
Clear communication practices – use written instructions, visual aids and direct language to support those who process information differently. Avoid ambiguous phrasing and ensure key information is easily accessible through multiple formats, such as text, video or diagrams. Establishing clear expectations and structured guidance can help reduce anxiety and help people work at their best. Ensure people know they can ask for clarification if they need it and they won’t be treated as though they are being rude or difficult if they question something.
Tailored support and mentorship –one-to-one mentoring and coaching, and peer support networks can help neurodivergent employees thrive. Coaches can assist people to find strategies to them with challenges they are facing in the workplace. Access to Work can provide funding for coaching.
Sensory-friendly environments – reduce sensory overload by providing noise-cancelling headphones, adjustable lighting and designated quiet areas. Where possible, allow employees to customise their workspace to fit their needs, such as using fidget tools or standing desks.
Awareness and training – educate staff about neurodiversity to foster an inclusive culture and reduce stigma. Provide training on inclusive management techniques, such as offering structured feedback, providing advance notice for changes and allowing extra processing time in meetings. It’s particularly important for managers to receive training so that people aren’t put on performance improvement plans when the real issue is a barrier in the workplace, rather than their ability to do their job.
Assistive technologies and tools – provide software and tools such as speech-to-text programs, screen readers, task management apps and organisational tools that help neurodivergent employees work efficiently and effectively.
Job role customisation – where possible, align job roles with the strengths of neurodivergent employees. Allow individuals to focus on tasks that maximise their abilities while minimising challenges, such as offering alternative communication methods for those who struggle with verbal interactions.
Feedback – neurodivergent people often value feedback, but they do not always receive it in a way that is helpful. When providing feedback, use specific, concrete examples and be very clear about your expectations. Clean feedback is a useful model as it separates the facts from any assumptions that are being made about a person or situation.
Embracing neurodiversity isn’t just about accommodation. It’s about unlocking the full potential of every employee and creating a work environment where all individuals can contribute meaningfully. By implementing inclusive practices, charities can harness the unique talents of neurodivergent employees, leading to a more dynamic, creative and compassionate workplace. In doing so, they not only strengthen their organisations, they also set a powerful example for the communities they serve.