As organizations strive to create more inclusive environments, understanding and supporting neurodivergent individuals is key. Recognizing and harnessing the strengths of neurodivergent employees can transform your workplace and drive innovation. Discover more about this subject as we sit down in conversation with Leahanna Tarry.
Please tell us a little about your background and how you became involved with learning about and supporting neurodiversity in the workplace. Was there personal or professional experience that influenced your perspective on this topic?
My teaching career started in primary schools, where I had a keen interest in supporting learners with differing needs. This led me to complete my national award in special educational needs. Then, I moved into setting up specialist resource bases (which are bases in mainstream schools that support autistic students in navigating mainstream schools).
My main interest in autism and supporting the lives of autistic people comes from being a parent to two autistic boys. I have dedicated all my time to learning as much as possible to be the best parent and teacher. Since starting my role, I have been developing this knowledge and supporting other schools across the UK and businesses to provide the best for autistic people.
What does neurodiversity mean, and why is it important in the workplace?
“Neurodiversity” is a word used to explain the unique ways people's brains work. While everyone's brain develops similarly, no two brains function just alike. Being neurodivergent means having a brain that works differently from the average or “neurotypical” person. It means you have different strengths and challenges than a neurotypical person.
It is important in the workplace to recognise the different people who may work for your company and how their strengths can be fostered to their best potential. It is also important to recognise how, if you can make small adjustments in your organisation, you can improve the lives of those who are neurodiverse working within it. The key takeaway is to keep an open mind and to constantly top up your own knowledge about neurodiversity. Being non-judgemental in challenging circumstances can lead to better outcomes and enable neurodivergent individuals to focus on their strengths, benefitting your business and securing an advantage over your competitors.
Can you explain how a neurodivergent individual might present themselves in a work environment?
There are a few ways in which neurodivergent people can present themselves differently at work.
- Communication
Those with neurodiversity may find typical communication difficult. They may dislike eye contact, be unable to function in a multiple-voice scenario, and prefer certain communication methods over others—for example, a preference for email over the telephone (you can predict the responses via email). Small talk can be a challenge for many, and situations involving many people can be daunting for neurodiverse people. Imagine trying to navigate several conversations with unknown people if small talk is your enemy! - Sensory differences
Sensory issues are often a challenge for neurodivergent employees. They may be sensitive to bright light, temperature, crowds of people, noises that neurotypical people don’t notice, and background distractions such as other people moving around or chairs scraping on the ground. - The strength of non-linear thinking
Experts often point out that neurodivergent individuals have the ability to think ‘outside the box’, finding original ideas or solutions to workplace problems. Experts believe that neurodivergent people think in spirals rather than straight lines, enabling them to see multiple points of view rather than a one-option, linear approach. - Hyperfocus when you play into individual interests
Research shows that neurodivergent people can be 30% more productive than their neurotypical colleagues. This is very much dependent upon allowing individuals to work to their strengths. Challenges when working with neurodivergent employees often arise when they’re given mundane tasks to complete that they’re unable to focus on, as opposed to enabling them to play to their strengths. Most people have interests, but neurodivergent people may become more hyper-focused on their interests than neurotypical. This could be perceived as a fixation or obsession. When discussing their interests, they may become over-animated or garble their language due to excitement or the verbal processing of their thoughts. - Daydreaming
Most of us daydream, but neurodivergent people, particularly those with ADHD, may appear to daydream more than others. This isn’t down to laziness or a lack of desire to focus on the work required. It’s simply because some people find the contents of their imagination more stimulating than the contents of the outside world. Consider ways to keep work varied, stimulating, and deadline-oriented. - Insomnia
One of many symptoms of neurodiversity is taking longer to fall asleep and sometimes having sleep apnea. This can lead to further difficulties in day-to-day work. For example, having set working hours can be a real challenge for those who’ve been unable to sleep the night before. Furthermore, another neurodiversity symptom to be aware of is quicker fatigue. Some everyday interactions, such as small talk or group meetings, may be draining for someone with autism or ADHD.
What are the benefits of having a neurodiverse workforce? How can neurodivergent individuals contribute uniquely to a team or organisation?
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Pattern recognition
In “Neurodiversity as a Competitive Advantage,” Harvard Business Review notes that certain neurodivergent conditions “can bestow special skills in pattern recognition, memory, or mathematics.” When provided with a more inclusive hiring and onboarding process, neurodiverse candidates often outperform their neurotypical colleagues.
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Creativity and innovation
Being neurodivergent isn’t always easy, especially when it feels like you live in a world that’s only wired one way. However, even though neurodiverse people face a number of challenges at work, they also bring a lot of unique strengths to the table. In addition to the technical skills mentioned above, neurodivergent employees often bring a unique perspective, creative insights, and excellent problem-solving abilities.
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Many of the symptoms of ADHD such as creativity, risk-seeking, high energy, and the desire to multitask can become key strengths when leveraged the right way, in the right job, and in the right organization. Meanwhile, individuals with dyslexia are “often capable of seeing connections that others cannot and create narrations which can simplify complex tasks or products.
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Team productivity and performance
Research suggests that ''teams with neurodivergent professionals in some roles can be 30% more productive than those without them.” This is likely because of neurodiverse employees’ unique skills and cognitive abilities, allowing them to solve problems and approach tasks differently than their team members. -
Engagement and retention:
Employees generally feel more engaged at workplaces with a strong sense of inclusion and belonging. As a result, hiring neurodiverse employees can improve a company and its culture which in turn helps boost employee engagement. Given that the company is supportive and inclusive, neurodiverse employees are generally quite loyal and have significantly lower turnover rates than neurotypical employees. EY, SAP, JPMorgan Chase, and Microsoft – which run four of the largest autism hiring programs – report a retention rate of more than 90%.
How can workplaces be adapted to support neurodiverse individuals better?
It’s hard to give a one-size-fits-all solution to working with neurodivergent employees. Each person is unique and — regardless of whether they’re neurotypical or neurodiverse — will work and think in different ways. Not every employee will need the same accommodations — or any accommodations at all. Some may see their condition as an asset, some may find it a limitation, and others as a core part of their identity.
If you were to keep one idea in mind, remember that your primary role as a people manager is to create a supportive environment for your employees. While people with disabilities or neurodivergent conditions qualify for protection under the Equality Act, many employees won’t ask for support unless they feel safe enough to do so.
As an employer, you can make it feel safer for your employees to ask for support with a people-first mentality. Normalize self-care practices, prioritize accessibility, and provide options for your employees. Encourage them to tell you what they need to do their best work.
Neurodiverse employees often face difficulties in the workplace due to their condition. However, there are initiatives that are being taken by companies to help neurodivergent employees work more comfortably. These include modified hiring practices, comprehensive skills assessments, and internal buddy/mentorship systems.
You may also wish to include some of the following: Distraction-free spaces for autistic workers or those with ADHD. Flexible working hours or the option to work from home. Noise-cancelling headphones to avoid sensory overload. Reduce anxiety by providing meeting itineraries in advance, interview questions and prepare for any changes to 'normal working days.' Some fantastic resources can be found here: Neurodiversity Resources For Employers — Neurodiversity Hub
What are some common misconceptions about neurodiversity?
Neurodiversity is a disorder: One of the most common misconceptions surrounding neurodiversity is that it is a disorder or a disease that needs to be cured. This idea is problematic because it implies that there is something inherently wrong with neurodivergent individuals. However, neurodiversity is not a disorder but a natural variation in human brains. It is no different from variations in physical characteristics such as eye colour or height.
Neurodiverse individuals are all similar: Another common misconception about neurodiversity is that all neurodivergent individuals are similar to each other in terms of their experiences and abilities. In reality, neurodiversity encompasses a broad spectrum of neurological differences, and each individual’s experiences are unique. Even within the same condition, such as autism, individuals can have vastly different abilities, strengths, and challenges. It is essential to recognise and respect these individual differences and avoid making assumptions or generalisations based on someone’s neurodivergent status. By embracing the diversity of human brains, we can create a more inclusive and accepting society that values the unique qualities and contributions of each person.
Neurodiversity only includes autism/ADHD: One common misconception about neurodiversity is that it is only related to autism or ADHD (possibly because they are the ones highly publicised). While both are certainly an important part of neurodiversity, it is just one of many conditions that fall under this umbrella term. Neurodiversity encompasses a wide range of neurological differences, including:
- Dyslexia
- Dyspraxia
- Tourette’s Syndrome
- Social anxiety
What type of training or practices can help shape a workforce?
Building a more neurodiverse workforce requires more than simply not rejecting candidates who display signs of neurodiversity. You’ll need to look at your hiring, onboarding, and other people management practices to see how they may affect neurodiverse employees. Engage with leadership so that they, in turn, can have conversations with their teams about what it means to have a neurodiverse workforce. It’s important that these conversations are open and transparent. It needs to be a safe space for both neurotypical employees to ask questions and for neurodiverse employees to come forward and disclose what needs to change for them in your workspace.
Remember, one size does not fit all.
Engage with local neurodiverse community groups. Community groups can help employers find and attract neurodiverse talent. These groups may take the form of government agencies, non-profits, vocational colleges or educational institutions. In addition to helping with recruitment, such groups can provide crucial advice and resources for training.
For training opportunities, I would always suggest following neurodiverse individuals or advocates on Instagram or LinkedIn. There are multiple webinars or training opportunities which arise from people with authentic neurodiverse perspectives. My favourites are Peter Vermeulen AUTISM in CONTEXT – from neurodiversity to neuroharmony (petervermeulen.be) Dean Beadle Dean Beadle (@deanbeadleuk) / X or Roybn Steward Autism training from a person not just a textbook (robynsteward.com).
What is a particularly rewarding experience you’ve had in advocating for neurodiversity?
Some of my most rewarding experiences advocating for neurodiverse individuals come in the form of thank you cards from the students I work with. Sometimes, the smallest act of gratitude can make you thankful to be working with neurodiverse people at the end of a school year. I have also had the pleasure of speaking at Neurodiversity Celebration Week, and I have won the Pearson National Teaching award twice.
How do you see the conversation around neurodiversity in the workplace evolving over the next few years?
I think in order to change the conversation about neurodiversity in the workplace, you have to include those who are neurodiverse in it.
It is important to remember that, unfortunately, neurodiverse people have often suffered in schools and workspaces that are not fit for them. There is still an awful amount of stigma equated to being neurodiverse. In order for that to change, you have to make people aware of their strengths, give them a sense of belonging in your workspace and allow them the allowances to flourish. Only then will we see a shift in what it means to truly be recognised for your talents and abilities.