Expert shares tips for navigating best practices around supporting neurodiversity
The conversation around neurodiversity and inclusion is really big right now, and it’s just going to get bigger, according to one expert.
However, neurodivergent workers in Canada continue to face significant barriers to employment and career progression.
Also, a lot of employers are moving to “hot desking”, and that may not be supportive of neurodivergent workers, says Matthews Coons, global head of diversity, inclusion and belonging, Xero, in talking with HRD.
“Organizations are figuring out how to best support neurodivergent employees, whether that's with different benefits, different resources, or ensuring they have access to accommodations and adjustments,” he says.
EY data demonstrates that 86% of neurodiverse Canadians remain under or unemployed.
Overall, 1.8 million Canadians have ADHD and 1 in 50 Canadians are diagnosed with autism every year.
Here’s how to support employees with ADHD, according to one expert.
What are the benefits of neurodiversity for employers?
More than a third (38%) of people between 16 and 24 years old identify as neurodivergent, according to a previous report.
With that number, it only makes sense for people to be more inclusive of neurodiverse workers who can bring a lot to the table, says Coons.
“As employers… we are always looking for the best talent we can bring in. And the best talent we can bring in, it will come to the realization when you are outwardly as inclusive as possible.”
One advantage of employers that are welcoming of neurodiverse workers is their diversity of thought, says Coons.
“With that diversity of thought, that different perspectives [they] bring in, we're better able to support our customers’ needs, and ensure that we're retaining talent; that we're developing talent [with] a diversity of perspective and experience.”
Also, when it comes to diversity of perspective and diversity of thought, “organizations that have both are really seen as much more innovative, we'll see the bottom-line increase, and you'll see performance increase as well,” he says.
Employers have been told to "encourage" conversations about neurodiversity, according to a previous report.
How to make a workplace more neurodivergent-friendly?
There is an “obligation and expectation for organizations to do the best to represent the communities that we're a part of,” Coons says. Also, when it comes to accommodations, employers should make sure that they're “complying with regulatory expectations as an organization”.
“That is the baseline foundation,” he says.
To make their workplace more neurodivergent friendly, Xero operationalizes several key practices, including:
- holding everyone accountable to create an inclusive culture
- attracting diverse talent and fair hiring practices
- supporting flexible ways of working
- committing to equal pay for equal work
- taking on the obligation to champion diversity and inclusion in the community.
“It really comes down to the practical experience that people are having day in, day out when they show up at work,” says Coons.
It’s also important for employers to understand that “when you've met one divergent person, you've met one divergent person”.
“Everybody has their own unique experience. So, as you approach neurodivergent inclusion, it's recognizing that one solution may work for one person, but it's not going to work for another.”
It’s important not to make assumptions about neurodiversity and neurodivergent identity “based on one thing that you've delivered as an organization”.
Lastly, it’s important for employers to be fluid with their neurodiversity efforts, says Coons.
“It is not one grand gesture that makes an organization or workplace neurodiverse and inclusive. It is those day-in, day-out habits, behaviours.”
It’s about ensuring that “people leaders are getting resources to build that capability up,” he says.
“It comes down to how you're engaging in building community with those neurodivergent workers.”
A network for neurodivergent workers is helping those on the spectrum as they weave their way through Canada’s federal public service employment.
