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Explore a wealth of knowledge on neurodiversity, inclusive hiring practices, and empowering neurodivergent individuals in the workplace.
A Roadmap for Neuroinclusive Managers
Approximately 15-20% of our population is neurodivergent Middle managers have always supervised neurodistinct employees regardless of either party’s awareness of this fact. The confluence of exponentially rising prevalence rates, the self-identification movement, and efforts to recognize late-identified neurodiverents from “The Lost Generation” suggests that managers are now supervising the largest cohort of neurodivergents ever. Managers play a crucial role in unlocking the limitless potential of a neuroinclusive workforce. On the contrary, unskilled managers can render all facets of the employment life cycle intolerable for neurodivergents.
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What Can Employers Do About Neurodistinct Burnout & Masking?
Masking and burnout are bad for neurodivergents and businesses. Neurodistinct employees are their employer’s canary in the coal mine; where workplace toxicity exists, neurodivergents are often the most swiftly and severely impacted group. Unfortunately, minimal research on neurodistinct burnout exists. Most studies center neurodivergents by attributing burnout to their unique traits and susceptibility. Moving forward, employers should understand neurodivergent burnout as a byproduct of cultures that do not embrace neurodiversity. Masking, ostracization, and unmet support needs, known contributors to neurodistinct burnout, emanate from the employer rather than neurodivergents.
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Why Aren’t Neurodistinct Employees Disclosing to Their Employer?
Disclosure is the contingency that, in theory, unlocks mechanisms of support for neurodistinct employees. Many researchers and self-advocates suggest that disclosing neurodivergence can benefit employees greatly. Employer allies are eager to support neurodistinct employees and build neuroinclusive enterprises. So why is it that most neurodistinct employees do not disclose? By listening to self-advocates, we know that the risks can overshadow the rewards. The Dichotomy of Disclosure: Benefits & Costs During a recent keynote presentation, a neurodistinct speaker offered this quip when asked why more neurodistinct employees aren’t disclosing: “It’s none of their damn business.
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Neurodiversity Boosts Employee Retention But Why?
In the wake of the Great Resignation, employers are eager to boost employee retention numbers. In this post-pandemic employment ecosystem, employers must reckon with their worker’s willingness to depart from enterprises that are not flexible and empathetic. One solution is to embrace neurodiversity. A hallmark of the business case for neurodiversity is the fact that neuroinclusive enterprises retain employees at higher rates than their less inclusive competitors. But what is the reason for this increased retention?
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How to Customize Your Case for Neuroinclusion
Enterprises are increasingly embracing neuroinclusion and pursuing neurodiversity initiatives. Various “cases for neurodiversity” have emerged to broaden the appeal of neurodiversity at all levels of enterprise. Neurodiversity sponsors know it is imperative to assess the enablers and the barriers to change before launching initiatives. For said sponsors of neuroinclusion, this means tailoring arguments for adopting neuroinclusive business practices to align with various stakeholders’ agendas. For example, your CEO, executive leaders, sales team, customers, and human resources department might have different incentives for investing in neurodiversity.
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Language Evolutions in Neurodiversity
“Support Needs” In recent years, support needs language has replaced functioning labels. Characterizing neurodistinct people as high or low functioning is offensive and inaccurate. Most often, neurodivergence is characterized by a ‘Spiky Profile’ where a distinct pattern of strengths and support needs are expressed. Given the preponderance of evidence demonstrating spiky profiles, calling someone “low functioning” minimizes their strengths and capabilities. Similarly, “high functioning” characterizations create assumptions that they do not have support needs and fail to capture that their optimal functioning depends on optimal environments.
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