Common Challenges Faced by Neurodivergent Employees (part 4 of 4)

Neurodivergent individuals face many different challenges in the workforce. Documenting them all would be the work of several books, but we can share a brief overview of them here.

Over the past three posts (part 1, part 2, part 3), we’ve examined how brains with unusual neurological functions can face challenges at work. By breaking the analysis into specific aspects of brain function rather than focusing on clinical (and often pathologizing) diagnoses, we’ve hopefully made it a little easier to understand why certain challenges arise.

In this final installment of this series, we’ll touch on combinations and permutations of these neurological functions, then explore how organizations can implement practical changes to become truly neuroinclusive.

When Multiple Outliers Intersect

The challenges some individuals face can be compounded when their brain function is an outlier on two or more of the neurological functions we’ve examined. Some combinations have clinical labels while others do not. For instance, Autism Spectrum Disorder might be diagnosed in an individual who has outlier functionality in sensory interpretation, communication, and cognitive flexibility. Similarly, someone with outlier functionality in attention regulation, temporal orientation, and sensory interpretation might be diagnosed with Attention Deficit Hyperactivity Disorder. While there may be no pathological label for someone who experiences heightened cognitive flexibility and empathy with lowered emotional regulation, that individual could certainly face significant challenges at work.

Addressing the challenges faced by an individual with a single outlier score across each of the neurological functions may fail entirely to support those individuals with outlier scores in two or more functions. Similarly, anticipating a handful of potential intersections between these functions cannot suffice to address the immense number of permutations that exist across humanity.

Instead, I propose that the system must be flexible enough - and the training thorough enough - that it can adapt how and when it is needed to do so. Ideally, organizations will include a number of voices from those with lived experience in these discussions, but all must remember: theirs is not the only experience that matters, and bringing new voices and perspectives into the conversation must be a top priority.

A starting point

As a place to begin, it can be helpful to consider the needs of those who belong to the most disadvantaged groups. For many organizations, this may be a real challenge, as it’s very likely they have no employees who fit that description. It may be necessary to bring in outside help - individuals with lived experience who have developed expertise in process design, accommodations, and policy formulation.

Once a team is assembled, they’ll need to consider each stage of the employee journey and evaluate it through the twin lenses of neurological variation and lived experience. At a minimum, those stages should include:

• Hiring

• Onboarding and initial training

• Workplace environment

• Performance management

• Promotions

• Managerial Training

• Senior Leadership Training

Since no workplace is the same, identifying a single set of recommendations is foolhardy at best. That said, there are a few common adaptations that are appropriate for most knowledge work. It’s important to note that these may differ in implementation, and should not be viewed as adequate or sufficient - simply as a starting point.

Hiring

The most critical shift most organizations need to make when hiring is to improve their understanding of the core skills and behaviors needed for success in a role, and to focus on hiring for those (rather than experience, likeability, looks, ability to solve brain teasers, ranking of their school, or any number of other factors that dominate most hiring processes today). It’s especially important to get the “behaviors” part right - many tasks can be successfully completed in a variety of ways, and just because a manager prefers certain behaviors (eg, smiling, eye contact, or even something like collaborating in a particular way) doesn’t mean those are necessary or even beneficial to performing the role.

Instead of asking candidates to cater to the interests of the interviewer, instead assess how they actually collaborate, solve problems, and contribute to organizational goals. Research shows that behavioral interviewing focused on specific skills rather than emotional expression reduces hiring bias.

It’s also important to provide clear communication guidelines that respect differences in neurological function. Ensure that job postings are clear, succinct, and avoid unnecessary requirements or jargon. Each person involved in the hiring process (screeners, hiring managers, interviewers, other decision makers) should have a baseline understanding of how to evaluate candidates for critical skills and behaviors, as well as guidance on avoiding the impact of various biases and preconceptions that we all have.

Onboarding and Training

Onboarding and training are often overlooked or avoided entirely, with each manager being left to get new hires up to speed however they wish. Creating an organized and thoughtful approach that addresses a variety of needs can help accelerate time-to-value for new hires as well as build a sense of belonging with the organization. It’s absolutely critical, however, to take into account different learning styles, attachment preferences, and interest in socialization. Some new hires will be very reluctant to introduce themselves to existing employees who seem quite busy, and onboarding into a remote environment and getting to know colleagues is particularly challenging.

At the most basic level, I suggest creating a written onboarding guide, with links to key resources, step-by-step instructions on how to complete necessary tasks that others take for granted (eg, connecting to the office wi-fi), and a list of (often unspoken) norms. A second helpful step is assigning an “onboarding buddy” - someone the new hire knows they can reach out to anytime for help, and who goes out of their way to make themselves available.

Environment

For individuals whose sensory sensitivities are in the middle of the distribution, it can be very challenging to imagine what those with high sensitivities experience. It’s all too easy to dismiss complaints or comments without realizing the impact that constant noises, bright lights, or strong scents can have on a person’s wellbeing. Rather than expecting people to come forward and complain, taking a proactive step in thoughtfully designing each part of the environment ensures that potential bias or stigma is reduced. Collecting input anonymously and taking the time to thoughtfully walk around the physical space at different times of day, considering each stimulus you can detect, is a helpful place to start. Where possible, create quiet spaces where individuals experiencing dysregulation can recover.

It’s also important to go beyond the physical environment to consider all forms of workplace interactions. Guidance around online communication, collaboration, and even time boundaries (eg, no text messages from more senior members of the organization to more junior ones after 6pm or before 8am) can be helpful. Requiring detailed agendas for group meetings and training all employees on written follow-ups after meetings and verbal conversations is useful as well.

Performance Management

While many organizations have moved beyond the archaic (and oft-dreaded) “annual review”, there are additional critical steps to take. First, ensure that all performance management activities utilizes one or more clear frameworks, such as the “SMART” method for goal setting or the “SBI” (situation - behavior - impact) model for feedback. Second, mandate thorough training for managers on various forms of conscious and unconscious bias, and emphasize the importance of providing timely feedback that is relevant to the individual’s performance. The SBI and similar models help emphasize the impact of the individual’s actions (both positive and negative), and should be delivered in a way that allows the individual to discuss their own perceptions and intentions.

To improve fairness, more advanced systems and processes can be implemented. At all times, organizations must make a decision about whether they are minimizing cost (both time and money) or maximizing fairness and equity (which generally come at a higher cost, especially in terms of training for managers and safeguards to be implemented). Regardless, it’s always critical that employees are able to raise issues of bias in a safe way that does not threaten their employment or their relationship with the team.

I find Leventhal’s Principles for Procedural Justice to be particularly helpful in designing performance management systems (as well as promotion processes), since many have a tendency to be rather opaque. These state that achieving procedural justice (and thus "fairness" in the view of employees) requires that procedures are:

• Are applied consistently across people and time

• Are free from bias

• Ensure that accurate information is collected and used

• Have a mechanism to correct inaccurate decisions

• Conform to high standards of ethics / morality

• Ensure that views of various groups affected by a decision have been taken into account

Promotions

For many employees, understanding how they can advance in their career is very important. Ensuring that promotion processes are thoughtfully designed and creating transparency about those processes can help employees feel confident that their goals are being supported.

In many organizations, promotions become heavily dependent upon the ability and willingness of a manager to put the candidate forward. Variations in risk tolerance, communication, cognitive flexibility, and even temporal orientation can influence this. Building supports for employees so they can effectively work with their manager on a promotion case is critical. It’s also important for managers to have a clear understanding of what the bar is for promotion, and under what conditions these promotion cases are approved. Setting appropriate expectations, preferably in writing, is an effective way to help align all individuals involved and channel employee ambition into outcomes that are positive for both the business and the individual’s career.

Managerial Capability

Ensuring that each manager receives extensive training is one of the most powerful steps an organization can take to ensure that both employees and candidates are treated with the respect and empathy they deserve, and that every employee is able to show up at work with their full potential, regardless of their unique neurological function. By going beyond standard training practices and including sessions on neuroinclusion, unconscious bias, situational leadership strategies, and coaching, organizations can make major strides in creating a meritocratic and inclusive workplace. These trainings should include regular refreshers, as well as appropriate communication from senior leadership to clarify how important this is to the organization.

Beyond training, it can also be valuable to implement appropriate monitoring and safeguards as well. Giving employees safe avenues to discuss challenges they are experiencing with their manager and ensuring that accommodations for all employees are readily available is important as well.

Senior Leadership

Although I’ve placed them last, Senior Leadership is accountable for the most crucial element of this effort: making it very clear that neurological diversity is important, that each employee is highly valued for bringing their whole self to work, and that they commit to building and maintaining a neuroinclusive environment. Ultimately, it falls on the CEO and other senior leaders to remove toxic employees, fund training initiatives, ensure HR implements appropriate policies and processes, and invest in adequate facilities.

Wrapping up

I’ve briefly touched on a wide range of important steps that organizations can take here, but there’s a great deal more that cannot fit in a simple blog series. If you’d like more information on how your organization can take steps to support all employees, I’d be delighted to schedule a free consultation.