Each person, of course, brings one fundamental tool to work every day: their brain. We now recognize, in neuroscience and society, that no two brains are alike… humans (and therefore organizations) are naturally neurodiverse as a result.

Neurodiversity largely has been ignored, until recently

It's extraordinary that until recently this fact of organizational neurodiversity has been almost completely marginalized. Sure, you will have heard of some of the major strengths-profiles tools in the market today — some have been around for decades. Each, to some extent, acknowledges neurodiversity without explicitly stating it. And, yet, knowing someone is more of an introvert, creator, or systemizer at work does not get us to the true level of individual neuro-differences: how we each process information, and experience the world as a result.

At the other end of the scale, when organizations did begin to appreciate the fact of neurodiversity, the focus was on niche talent programs, with neurodiversity seen narrowly in terms of neurodivergent people — primarily autistic people who might (given the strong cultural correlation) be a strong fit for talent-hungry tech companies.

These neurodiversity hiring programs, which followed the model of earlier disability hiring programs in the 2000s, put what has become known as “neurodiversity at work” on the map for the first time, drawing significant press coverage. For the first time, however narrow the focus, top organizations were stating their enthusiasm for neurodivergent workers and neurodivergent thinking.

From neurodiversity to neuroinclusion

Such programs focused on hiring new talent, via hiring partners who could provide openly neurodivergent applicants, and ensuring they could be successful in their new roles with new processes and training for their immediate colleagues and managers.

Less attention, though, was paid to how they might develop in the firm or build a career while interfacing with less-well-informed colleagues. Inevitably, these initiatives risked something of a chasm between the positive experience enjoyed by applicants on the neurodiversity program itself, and others applying for roles beyond the hiring initiative, where business as usual was yet to include attention to neurodiversity and neuroinclusion.

Empty desk in office

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Slowly, though, “neurodiversity at work” became the more holistic approach to what has become known as “neuroinclusion.” Early hiring programs led to a wave of self-disclosures from employees happy to see their organization committed to neurodiversity for the first time. Over the past few years, this rise in self-advocacy has driven the rise of the neurodiversity enterprise resource group or ERG – networks of employees passionate about neuroinclusion that typically encourage their organizations to look at neuroinclusion far more holistically than in a niche hiring program. “We are already here,” is the message, “what about people like us?” Such groups and their leaders — determined to help their employers live into their promises of inclusivity and belonging — have played a critical role in launching and driving more systemic neurodiversity initiatives.

Hidden issues faced by non-neuroinclusive organizations

Indeed, it is the experience of neurodivergent — for example, autistic, dyslexic or ADHDer — employees “on the ground” that exposes the urgency of considering neurodiversity across all aspects of talent management. Logically, no commitment to inclusivity and belonging or diverse representation can be achieved while failing to consider the perhaps 20% of people who may be neurodivergent in some ways. Participants in our focus groups at Uptimize — drawn from different professions, seniority levels, ethnic and cultural backgrounds, and so on — share common experiences of cultural ignorance, of fear, of the stress of “masking” or pretending to be neurotypical, of the damage to their productivity or their preferences not being appreciated or accommodated, or of a lack of psychological safety curtailing their creative potential.

Ultimately, too often the story is of a marked dissonance between their organization’s stated goals and commitments and the reality on the ground. No surprise, then, that many find themselves unable to contribute at their best, and choose to look elsewhere, exacerbating organizations’ existing productivity and turnover issues.

All this, sadly, is the reality of the non-neuroinclusive organization. Complicating matters is the fact that this reality is often quite obscured. The majority of neurodivergent people don’t choose to disclose at work, precisely because of their (often accurate) perceptions of co-worker and manager ignorance. Thus, there can be a vicious cycle where the true challenges and barriers faced by neurodivergent people at work are often hidden from view. Sometimes, though, the symptoms of this non-inclusive reality rush into prominence, leading to conflict with management or HR, and even worse.

Things can, and should, be different

Thankfully, smart organizations have recognized that it doesn’t have to be like this. Instead, they are on a journey that starts with embracing neurodiversity and recognizing its importance across all facets of talent management, pursuing a new reality: one where employees at all levels recognize and embrace the neurodiversity of their teams and other stakeholders.

People in meeting

Source: Fauxels / Pexels

Neuroinclusion starts with people. Every team is neurodiverse, so every team’s members must be conscious of neuro-differences. Regardless of label or neuroidentity, for example, we know a team’s members will have different personal preferences on things like communicating, problem-solving, and organizing and sharing work. In neuroinclusive teams, led by neuroinclusive managers, such teams are able to surface such preferences proactively, transforming the experiences of individuals within them, while any additional individual preferences and needs are respected and catered to.

Neuroinclusion continues with processes. Most have simply not been designed with neurodiversity in mind, and many — such as hiring processes, or those relating to career development — can provide multiple barriers for neurodivergent talent in securing and advancing a career. This, though, can be changed as key staff come to appreciate the reality of the neurodiverse context they work in, and learn tactics to evolve and shape such processes to cater for what we at Uptimize call “the 100%, not the 80%.”

Similarly, work environments and an organization’s tech landscape can over time be reviewed and improved with neurodiversity in mind, leading to more accessible and flexible work contexts that allow different types of thinkers to maximize their contribution to an organization’s goals.

Neuroinclusion may be belated. But, what an opportunity it is to fill a major DEI gap and address major talent challenges at the same time. Far from a tick-box exercise, done with passion and commitment it can profoundly change an organization and its workforce, positioning it to grow and thrive in the years ahead.