Renowned animal rights activist Mary Temple Grandin was different from other children while growing up in the 1950s. The early diagnosis of ‘brain damage’ stuck with her until her late teens, when it was found that she was autistic. However, instead of letting this deter her, Grandin used her unique perspective to become a proponent for the humane handling and slaughter of livestock. Her pathbreaking work is often cited in the present day. She was also one of the first people to publicly speak about her autism. Grandin was able to achieve what she did because of her autism, not despite it.
According to John Elder Robinson, a scholar, and cochair of the Neurodiversity Working Group, “Neurodiversity is the idea that neurological differences like autism and ADHD are the result of normal, natural variation in the human genome. Indeed, many individuals who embrace the concept of neurodiversity believe that people with differences do not need to be cured; they need help and accommodation instead,” adds Robinson, who himself has Aspergers Syndrome.
“Not everyone’s brains are similarly wired,” says clinical psychologist Dr Manjula MK. “Just as you have physical and cultural diversity, neurological differences should also be considered and valued the same way. There is no one correct way that the brain should function or look at things, process them, and deal with them. Everyone interacts with the world around them differently. If a person doesn’t stick to mainstream stereotypes, it is often perceived as a deficit or shortcoming. Since organisations have been conditioned to expect a certain kind of physical or mental input, anyone who is not able to adhere to that stereotype doesn’t get the opportunities they deserve. But in fact, these variations only add value and different perspectives, and you will find that people who are autistic, or have OCD or ADHD, have a specialised set of skills that organisations should know how to harness.”
What Dr Manjula is referring to is neuro-inclusion, or the need to implement a neuro-diverse workforce. According to the Uptimze, a global organisation for effective neurodiversity training, one in five people may be neurodivergent in some way, but only one in ten choose to disclose their neurodiversity to their employees. This is in contrast to 96 per cent of neurodiverse employees, who want their organisations to be more neuro-inclusive.
As organisations evolve, so does the role that neurodivergent people play in their day-to-day functioning and long-term goals. They are highly coveted because they have a flair for visual thinking and pattern recognition, which comes far more easily to them. Besides this, they also focus on attention to detail and don’t let the small stuff slip through the cracks. This makes them a valuable asset for both creative thinking roles and tasks that require hyper-focus. Innovation is at the forefront of most companies today, and the people who drive that innovation – especially in areas such as technology or startups – are often perceived as geeks or nerds or oddballs. The very reason they’re able to think out of the box is because they think differently from the mainstream.
An article titled ‘India Inc opens its doors to neurodiverse employees’ was published in the Economic Times in April 2023. The synopsis stated, “Companies in India like Accenture, Wells Fargo, JP Morgan, Nagarro, and Lemon Tree Hotels are expanding diversity and inclusion programs to hire individuals with autism. They are creating job roles to cater to their abilities and are upgrading insurance programs. The skills of individuals with autism, which include structured and logical thinking and impressive memory, match well for technical and operational roles. Additionally, companies like Nagarro are offering training programs in fields like data sciences to help them develop successful careers”.
However, a neurodivergent workforce isn’t without its challenges. Social conditioning to underestimate their abilities, dearth of leadership opportunities, difficulty adapting to change, overstimulation, communicating too honestly and asking obvious questions, and inability to socialise are some of the challenges faced by employees and consequently, the organisation.
It isn’t enough for organisations to just hire people across the neurodiversity spectrum. Retention is equally important along with creating a safe and inclusive office space where they are valued. Charithra L Reddy, who works in HR – Operations for a pharmaceutical firm has some pointers that make all the difference:
1. There should be sensitisation and training programmes for managers, supervisors and peers on interacting with neurodivergent employees, both personally and professionally. Strong programmes regularly help normalise workplace behaviours towards them.
2. Just offering employment isn’t enough. Ensure that there are growth and leadership opportunities to move up the career ladder as well.
3. Make the office user-friendly as far as sensory experiences go. You may have to keep in mind that neurodivergent people have senses that are far more heightened, so bright lights and loud noises and strong air-conditioning may not always be the ideal environment for them.
4. Follow structure, order and method. Don’t expect them to work or be productive in a chaotic environment. Be clear and concise in your communication. Leaving things open-ended can confuse them and cause angst and worry.
5. Keep lines of communication open with supervisors or managers. Sometimes, it can be overwhelming to be part of a larger workspace, so employees may need to offload once in a while. It also helps to have a life coach or counsellor on board, who can work with neurodivergent employees who face emotional and mental challenges.
6. Provide flexible work schedules for those candidates who need them.
7. At the hiring stage, the right candidate needs to be taken down for the right job, instead of just ticking off a diversity box. Do your best to gently elicit their skill sets and match them to the job at hand. Give them the job description and your expectations in advance, as well as a list of questions that they may need to answer at the interview. Yes, sometimes putting them on the spot doesn’t work!
8. Be patient and kind.
Workplace neurodiversity requires stepping out of our comfort zone and embracing circumstances that are initially challenging, but eventually rewarding. When you’re part of that movement, remember that deeper, richer progress will be made for organisations, people who think differently and humanity as a whole.