Let’s get creative
The practical stuffDespite this, a CIPD poll reveals that only 10 per cent of UK organisations include neurodiversity in their people management practices – largely due to a lack of understanding. In reality, the adjustments needed to support neurodiversity are easily manageable. There can be simple, practical steps, such as implementing clearer communications with less jargon, or providing a better sensory environment where light and sound can be tailored to individual needs. Small changes to the recruitment process can make a big difference too, such as sending interview questions in advance, or shifting emphasis from interviews to hands-on tasks more relevant to the job role.
But there also needs to be a cultural change, where businesses focus less on the method of delivering work and more on the output. By giving employees the freedom to work where and when they perform best, great results can be achieved. Creating a neurodiverse workforce shouldn’t be about being altruistic, or ticking a box on a policy. It should be about genuinely valuing diversity of thought, and combining different cognitive abilities and experiences to tackle workplace challenges. The world needs minds of all kinds – neurodiversity shouldn’t be seen as a weakness, but as a vital contributing factor to business success.