Q&A: How can workplaces better support neurodiversity?

Neurodiversity is an umbrella that includes multiple different diagnoses, including learning disabilities like dyslexia, ADHD, autism spectrum disorder, Tourette syndrome (and) acquired neurodiversity that can come in the form of trauma or traumatic brain injury acquired later in life. 

Q. How common is neurodiversity?

A. It’s estimated that about one in five people are neurodiverse, (so) … it’s really important to understand neurodiversity at the workplace. Unfortunately, only 40% of people with disabilities that are examples of neurodivergence … are employed, compared to 80% of their neurotypical peers. People with autism tend to experience poorest outcomes. Over 60% of young adults with autism are estimated to be unemployed.

Rose Nevill, a UVA School of Education and Human Development professor, directs the UVA Neurodevelopmental Research Core and studies workplace experiences of neurodiverse people and strategies for inclusion. (Contributed photo)

Q. Why is that disparity so high?

A. The world as a whole is designed for people who do not have neurodivergence. People oftentimes struggle at work, not due to a lack of ability to do the work, but due to a lack of understanding by employers and colleagues. I’ve spoken to many people on the autism spectrum who have had this experience. They get a job, they excel at the work, but they struggle with the social aspects, which leads to conflict with employers or peers. Think about what you pretty consistently see in job posts that might preclude people with neurodivergence from applying to jobs… “must have good communication skills” and “must work well as part of a team.” 

Q. How can workplaces better support neurodiversity?

A. Accommodations are how you can get the best out of employees and peers. Talk with each other to figure out the most effective ways for everyone to perceive and process information. If you have an employee who is not asking questions, but you think they might be struggling, try to change the format in which they can ask you questions. … Is there a less direct check-in? Could you use emails or Slack? Regular movement is so helpful for people who need to fidget. Can you consider walking meetings?

It’s also really helpful to identify with your team, write out, review and publicly post social norms for social behaviors in the workplace. That way, you’re making social expectations more concrete for everybody. Oftentimes, when you do that, you might actually find that your neurodiverse employees or peers are going to follow those rules better than neurotypical employees. You may also find that posted rules are helpful for neurotypical employees.

You can plan and practice exit strategies for neurodivergent employees in overwhelming situations, particularly for unstructured social parts of the work environment, to communicate that they don’t feel comfortable participating. I’ve had people give me a small hand signal or touch an ear to say, “I don’t feel comfortable with this. Please exclude me from being required to do this.”

Q. Are there common strengths that people with neurodivergence bring to the workplace? 

A. There are some core strengths that have been associated with being neurodivergent. Now, bear in mind that this doesn’t mean every person who’s neurodivergent has these qualities or strengths. Everyone’s different, of course.

These can include being fun, oftentimes being creative, enthusiastic, particularly about specific hobbies or topics. Oftentimes, they’re resilient because they’ve had to go through a lot to get to this point of working with you. Being honest, not afraid to take risks, oftentimes paying a high degree of attention to detail and being highly motivated on topics of interest, and can sometimes have great long-term memory.