How You Can Support Neurodiversity in the Work, Workforce, Workplace

Approximately 20% of the U.S. population is considered neurodivergent. Are members of this community able to reach their full potential at your organization?

Studies show neurodivergent people face significant barriers to employment and workplace engagement. For instance, research by Golden Steps ABA, a consulting and services firm for individuals diagnosed with autism spectrum disorder, found:

Up to 85% of U.S. adults with autism are unemployed.
Only 34% of people with autism feel well-supported at work.
Employees with autism, on average, make 30% less money compared to their non-autistic coworkers.

By embracing individuals’ cognitive, emotional and neurobiological differences, total rewards professionals can change the landscape and the results.

“Neurodivergent people can be a huge asset to the company. Research has shown they tend to bring unique skill sets and can have extremely high levels of productivity,” said Josh Smith, lead experience designer at data science company 84.51° and cofounder of a11y, the organization’s employee resource group. “However, they also need support — particularly when ways of working and working environments are designed to accommodate neurotypical employees.”

Understand the Gaps

Several factors contribute to the particular barriers neurodivergent employees face, Smith said.

“Since neurotypical and neurodivergent people tend to socialize and communicate differently, it can be difficult for neurodivergent people to advocate for themselves,” he said. “They may be highly productive yet struggle to frame the value they bring in terms of ‘business speak,’ which can be full of jargon.”

Past negative social interactions and bullying may make them more sensitive to conflict and hesitant to negotiate, he added.

One of the biggest challenges for employers seeking to address these gaps can be the lack of available data, said Laura Gallerane, vice president of global people rewards and systems at Progress Software.

“Very few organizations track neurodiverse diagnoses for employees — or, in many cases, can’t [do so] due to their personal health information nature,” Gallerane said.

Creating safe spaces and support communities where employees can self-identify can help, but transparency is key, she said.

“People don’t get comfortable sharing information like that without the clarity of how an organization is going to use it,” Gallerane said.

When employees truly understand their benefits and feel supported in the work environment, it may reduce anxiety, improve belonging and strengthen engagement, she said.

“All those things translate into improved productivity and provide measurable return on investment,” Gallerane said. “These concepts apply to all employees but are particularly true for neurodiverse employees, who often have higher instances of co-occurring anxiety or other mental health needs that are heightened by lack of information.”

Eliminate Bias in Recruiting and Hiring

Creating a culture of inclusivity starts in the recruitment process, said Pamela Wheeler, chief diversity and inclusion officer at insurance company NFP.

“Be proactive by creating neurodiverse-friendly recruitment policies, like including an accessibility pledge on the website and proactively asking prospective candidates if they need any accommodations during the interview process itself,” Wheeler said.

In addition, conduct thorough job analyses to accurately understand job responsibilities and essential functions, advised Megan Nail, vice president of total rewards at NFP.

“This ensures job descriptions and market analyses are objective, focusing on the role rather than assumptions about the individual,” Nail said. “During the hiring process, it’s crucial to be mindful of unconscious biases that might affect initial pay decisions, especially when a neurodiverse candidate’s interview style or workplace interactions differ from the norm.”

Foster an Inclusive Culture

“Unlike other disabilities, neurodiverse conditions are rarely visibly evident, so creating a culture of inclusivity is key so employees are comfortable talking about their conditions in the first place,” Wheeler said.

In addition, experts advise organizations to train managers to have conversations with employees about those workers’ needs and to understand available workplace accommodations and technology.

According to Smith, total rewards professionals can also:

Create sensory-friendly working environments,
Provide accommodations and assistive technology,
Reduce stigma and bias through training and internal marketing,
Provide flexible work arrangements, and
Standardize neurodivergent-friendly ways of working and meeting practices.

In doing these and other tasks, Smith said to keep it simple.

“Cumbersome intranet sites and lots of lengthy documents make it hard to understand benefits and how to access them,” he said. “Be predictable. Avoid surprises. Clearly communicate changes. Routines, familiarity and planning can be particularly critical for neurodivergent people.”

Focus on Outcomes

Understand that neurodivergent employees are likely to exhibit “spikes and valleys,” and match them to their strengths accordingly, said Dr. Ludmila Praslova, author of the book “The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work”.

“Neurodivergent individuals are typically A+ in some areas, C- in others, versus neurotypical individuals being all-around B students,” she said. “Develop them as specialists versus hiring generalists for every role.”

Then, take steps to ensure promotion and compensation decisions are tied to outcomes, she added.

“Someone may show up and stare at a screen, so you think they’re working, but someone you don’t see may do more work,” Praslova said. “When you create work policies that are supportive, and use accurate measurement, you will create a fair environment where all thrive.”

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