Sunny Cash lives with attention-deficit hyperactivity disorder (ADHD). Upon landing her ideal position in sales for a professional sports team, she felt torn — while she loved the job, she realized it wasn’t in a “supportive environment” that would enable her to flourish as a neurodivergent employee. Her role was heavily repetitive, necessitating cold calls to approximately 60 individuals daily.
“I sought out ways to accommodate myself,” she shared, opting for in-person prospecting instead of cold calls. However, the situation became increasingly complex. After enduring a life-threatening medical crisis and surgery, she began to reassess her life’s path.
“I need to ensure my efforts are making a significant impact,” she reflected. She tapped into her passion for advocating for individuals with disabilities and the pursuit of a more inclusive work environment. Like many, her professional upheaval during the pandemic directed her to the right place. Now, as the community director at Bened Life, her days consist of advising leaders on creating a more neurodiverse-friendly workplace.
Research from 2020 published in the British Medical Bulletin reveals, “a reasonable estimate of all neurominorities within the population is around 15–20%.” Yet, neurodiverse individuals—especially those on the autism spectrum—often face challenges when seeking employment.
Recently, companies such as Microsoft have announced their plans to reduce unemployment rates and recruit neurodiverse individuals. Some businesses have already cultivated work environments that are welcoming to neurodivergent employees, while others are just beginning to understand the concept; “neurodiversity” refers to these conditions as variations rather than shortcomings. According to the Cleveland Clinic, neurodivergent employees typically have one of the following conditions:
- Autism spectrum disorder (ASD)
- Attention-deficit hyperactivity disorder (ADHD)
- Down syndrome
- Dyscalculia, dysgraphia, dyslexia or dyspraxia
- Intellectual disabilities
- Mental health conditions such as bipolar or obsessive-compulsive disorders
- Sensory processing disorders
- Social anxiety
- Tourette’s Syndrome, Williams syndrome or Prader-Willi syndrome
Workplace leaders and managers possess a unique chance to consciously create environments that accommodate all employees, including those who are neurodivergent. Here are ways they can begin implementing these changes today.
Assess your hiring methodologies
Reflect on your own biases. Are you actively looking for neurodiverse candidates while overlooking their specific requirements or passing over applicants who disclose their neurodiversity? Kyle Elliott, Ed.D., founder and career coach at CaffeinatedKyle.com, offers guidance to companies on their inclusion policies.
“One step leaders can take to assist their neurodiverse employees is to evaluate their recruitment and hiring practices, as this is often the first interaction potential talent has with the organization. Take time to assess how prospective candidates discover your organization’s culture and mental health ethos, along with the benefits and resources available,” he suggests.
For hiring managers who are just beginning to familiarize themselves with best practices for building a diverse workforce, it can be beneficial to collaborate with a resource. Brad Anderson, the founder of the digital marketing and web development agency Fruition, worked with the University of Colorado Boulder’s “Leeds + TechStars Elevate” program, where he connected with the first neurodiverse employee he hired, who had outstanding abilities in math and statistics but struggled with stable employment.
Cash advises connecting with organizations that specialize in placing neurodivergent job candidates as part of your routine hiring efforts.
“Conventional job platforms may not be easily accessible to [some], so these nonprofits provide sponsors and job advocates to assist them in finding the right jobs that meet their needs,” she explains.
Colin Willis, Ph.D., IO psychology program manager at HireVue, which focuses on “video interviewing, assessments, and text-enabled recruiting tools,” as indicated in a company press announcement, conducted studies revealing that utilizing games can reduce the unfair “screening out” that often occurs with traditional hiring processes.
“Game-based assessments not only include elements that enhance engagement and accessibility, but they can also be completed anywhere and at any time, as they are delivered via computer or smartphone, making them far more accommodating compared to conventional screening techniques like interviews,” Willis states. Investing time to understand and explore these alternative interview approaches can yield more inclusive results.
Encourage open discussions about accommodations
Not every employee is willing to disclose their conditions, nor is there a legal requirement to do so. However, initiating an open dialogue about what accommodations could enhance individual job performance is a conversation that leaders should maintain with all staff, rather than singling out anyone they “suspect” may be neurodivergent. Cash emphasizes that this approach helps prevent leaders from making stereotypes, as there is no “one-size-fits-all” solution for accommodations.
She illustrates: If one neurodivergent employee requires blue light glasses due to light sensitivity, it may be tempting to assume others would need them as well, but the vast range of accommodations can feel daunting to employers. “There’s a common misconception and a fear, like ‘Oh my gosh, everybody’s different. I have to accommodate everyone uniquely, which seems like too much effort,’” she states. However, it ultimately boils down to having open conversations allowing each employee to express their needs rather than the employer guessing them.
Cash collaborated with an autistic team member who voiced during one of those discussions that she needed an accommodation regarding finance management. “She’s like, ‘my autism makes this difficult for me,’” when the company proposed charging expenses to a credit card for reimbursement after travel. “She struggled with numbers and organizing her finances, and she also felt anxious about obtaining a credit card,” she noted. Cash realized she had to check her assumptions, initially thinking, “it’s not that significant.” It was quite straightforward to simply allow her to arrange her travel expenses in advance.
Direct managers not only should engage their new employees in discussions about what accommodations might foster their success, but they should initiate these talks regularly, such as during quarterly meetings, because individual needs might evolve as they become comfortable in their roles or experience “role fatigue,” Cash explains.
Here’s an example of what that dialogue might entail, she suggests:
- Share a little about yourself.
- What helps you to work efficiently?
- What challenges do you encounter while working?
- Are there specific accommodations you would require?
Dedicate yourself to education, not merely accommodation
Cash’s team enabled her employee with credit card concerns to shift to a different method. However, she cautions that they would be missing the mark if they only provided accommodations for the issue, labeling it a “Band-Aid.”
“If they aim to improve, for instance, in money management, numerous people are willing to share tools that have proven effective for them,” Cash mentions. “It’s great that we have leadership willing to volunteer their time to offer those resources.”
The notion that employers have the chance to cultivate the entirety of a person—and their abilities—is not exclusive to neurodivergent employees; it’s a trend that has grown in recognition over recent years. The principle is that a company investing in an employee’s self-development will likely see a return on that investment.
Take initiative in creating inclusive and accommodating workspaces and schedules
Tara Furiani, a C-level executive who experiences ADHD, dyslexia, and panic disorder, as well as being CEO at Not the HR Lady, can often be found working in low-traffic areas or utilizing headphones during remote work. She offers some recommendations for employers.
“Be proactive. Foster an inclusive and accommodating workplace by offering flexibility in working hours, clear communication, and providing training on neurodiversity for both managers and employees,” she advises.
As a parent and leader of neurodiverse individuals, she adds that flexible work hours have been a “lifeline.”
“I frequently experience creative surges at unconventional hours, particularly in the early mornings, and having the freedom to work during those times has been essential to my productivity. Additionally, the option to work from home (or another location) greatly supports me in managing my panic disorder, allowing me to create a serene environment and avoid potential anxiety triggers.”
Jessica Tuman is an executive at Voya Financial and leads the company’s Voya Cares initiative, which caters to the financial planning needs and advocacy for individuals with special needs and disabilities. She stresses that clear communication is crucial, from the initial interview to ongoing employment.
“Managers should be equipped to provide precise instructions and eliminate any ambiguity in task assignments. Aspects that may seem intuitive, such as prioritization of tasks or performance metrics, should be explicitly defined,” she states. “Much like the interview process, neurodiverse employees benefit from having questions shared in advance and are not judged based on facial expressions or eye contact.”
Furiani reinforces the simple truth: “Let’s remember—a touch of empathy and understanding can make a substantial difference.”
