The challenges in obtaining employment for those who are neurodivergent are well-known, and these challenges lead to higher unemployment and under-employment rates for many on the Autism Spectrum.
Tweaking traditional approaches to hiring and onboarding would go a long way in making the modern workplace a more comfortable place for employees who are neurodivergent, tweaks that would make work more comfortable for all employees.
Why a change in approach is needed
One of the most noticeable contrasts between neurodivergent and neurotypical employees is communication style. Neurodivergent individuals tend to take words very literally and have trouble with sarcasm and implied statements that require “reading between the lines.” For that reason, neurodivergent employees tend to share their opinions and feedback in a very straightforward, no-nonsense manner. This difference can make office life difficult for them to navigate, and it can seem like a liability to hiring managers. But this difference is an asset and should be embraced − doing so would create more direct communication practices that cut through red tape and prioritize transparency.
Neurodivergent individuals also experience sensitivity to lights, sounds, temperatures, and overall heightened awareness of the ambient environment, making life in a traditional office setting very stressful.
And the energy required to endure these anxiety triggers or to attempt “normal” communication can be exhausting, which is one reason why neurodiverse people are more prone to burnout and under-employment. Whether neurodivergent or neurotypical, the most efficient workplace is where workers are mentally and physically healthy enough to put their whole selves into their work. And with just a few alterations to traditional practices, company culture can be that place where every employee begins the workday feeling restored and ready to put their best selves into their work.
Ongoing training and education
Before beginning to recruit new employees, ensure current staff members are educated on the differences in communication styles and how to have successful interactions with others. In general, seek to continually train and educate about disability and accessibility to create a work culture that is inclusive and kind, not catty, cutthroat, or combative.
Focus on practical job skills, not social likability
Before hiring, ditch the interview process altogether. Skills assessments are a much more efficient way to ascertain any candidate’s viability rather than a half-hour sit-down where extroverts and charmers tend to shine. If some screening questions are necessary, provide the questions to be asked ahead of time so that candidates are not put on the spot and can prepare their responses.
Similarly, make efforts to shift job expectations away from personal and social perceptions toward performance and skills. If a social faux pas occurs worthy of being addressed, do so directly but privately, being clear about where the employee went wrong and what needs to be adjusted moving forward.
Flexibility is key
Increasingly for employees, flexibility is a necessity. Allow for remote and hybrid work when possible. Working from home is the height of accessibility, allowing employees to control noise levels, lighting, and room temperature. This also keeps workflow moving as it's free from distracting social visits from coworkers. Additionally, flexibility in start and end times will be appreciated by all.
Be explicit and intentional in all communication
Assume nothing is assumed. Assume that all new hires know nothing of office policies, etiquette, or duties, even if something seems obvious. Instead, give a thorough tour and put everything from PTO policies to working the coffee maker in a clear and organized written guide. Explain everything, including the steps onboarding itself will take. Employees who are neurodivergent typically approach most tasks with perfectionism, so being precise in direction allows them to understand their roles clearly and perform at their peak ability.
Buddy up
Employees may have lingering questions even after unambiguous instructions. Implement a buddy/mentor system so that new hires have a point person to turn to with questions about policies and protocol. This person should be approachable, kind, patient, and not so busy that frequent questions will trigger an annoyed reaction.
Ask and you shall receive
A great best practice for all employees is to ask new hires what they need to perform their best and give it to them. Have each candidate fill out a questionnaire with queries like:
- What would make you most successful at your job?
- Are there any adjustments you need to make to your workspace or workday?
- Under what specific circumstances are you your best self?
Having insight into what makes employees the most productive versions of themselves clears a path toward a business that consistently functions on all cylinders.
Read the room
Chaos and cacophony and being the center of attention can be anathema to many employees who are neurodivergent. These situations cause stress and anxiety that inhibit productivity and destroy workflow. For in-person workers, designate and secure a quiet, private space that employees can escape to if the office gets overwhelming. Also, eliminate presentations for those who are not comfortable speaking and are the focal point. Allow for any presentation-like info to be written and distributed via email or Slack, or ask whether the employee is comfortable speaking in public.
Accessibility is good for everyone
Implementing these simple tweaks will create a more welcoming environment for neurodivergent candidates and build a culture that is more attractive to current employees who increasingly desire flexibility as they seek to improve their mental health and establish a comfortable work-life balance.
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