Embracing neurodiversity in the workplace

“I’d like to have a job here, if that’s okay with you,” says Rohan in the first season of Employable Me, the documentary series that follows a group of neurodiverse Australians as they navigate the challenging task of finding a job. When he hands his resume to the sales assistant on the other side of the counter, she responds politely – but an interview invitation never eventuates.  

At the end of filming for the three-part series, Rohan and many of the show’s other key subjects – who have a range of neurodiverse conditions including autism and ADHD – are still unemployed.

In some ways, this should not come as a surprise. According to the Australian Bureau of Statistics, job participation among the neurodiverse is alarmingly low, with around one in three people with autism unemployed – more than triple the rate of unemployment among people with disability, and almost eight times the rate in the general population.

Meanwhile, businesses are facing crippling skills shortages.

As well as helping to fill this labour gap, research has shown that embracing neurodiversity can provide companies with a competitive edge. And yet, relatively few studies have explored the effect of neurodiversity policies on the workplace environment. 

Which is why a trio of researchers, including ACU’s Dr Marzena Baker, sought to add to the literature with their groundbreaking study into the influence of business neurodiversity management.

Published in the international journal Employee Relations, the research is the first to show that organisational neurodiversity policies and practices can lead to happier, more committed employees.

“Company-led initiatives that foster neurodiversity awareness and make adjustments for neurodivergent employees help to shape a desirable image of an organisation as a diverse workplace, and that can have a range of positive outcomes,” says Dr Baker, a senior lecturer and diversity researcher at ACU’s Peter Faber Business School.

Neurodiversity practices might include awareness campaigns that act as social cues that an organisation is neurodiversity-friendly, or practical adjustments that cater to the special needs of neurodivergent employees.

“It can be subtle physical things like the adjustment of lighting, reducing external stimuli, allowing for quiet spaces and these simple types of arrangements can really make a difference to the comfort and productivity of neurodivergent individuals,” says Dr Baker, who collaborated on the project with Associate Professor Muhammed Ali from the Queensland University of Technology, and Dr Mirit Grabarski from Lakehead University, Canada.

“Then there are other job-related aspects around providing flexible work arrangements, adapting job requirements and adjusting performance expectations, all of which nurture inclusion and encourage neurodivergent talent.”

Everyone benefits

Importantly, the positive impact of these practices is seen among all employees, not just the neurodiverse.

As part of their study, the researchers explored the impact of neurodiversity policies on “affective commitment”, which refers to an employee’s attachment to their organisation. This tends to occur when a worker feels that their personal values are in line with the company’s mission and practices.

Dr Baker and her colleagues surveyed 502 Australian employees and supervisors in retail – the country’s second largest employing industry – and found there was a positive association between neurodiversity policies and affective commitment.

“People want to see that their organisation is doing the right thing, that it’s fulfilling a moral duty and contributing to a more just and inclusive world,” she says. “At the same time, neurodiversity policies and adjustments can generate greater buy-in from potential recruits, including those who live with neurodiverse conditions like ADHD, dyslexia and autism.”

It’s important to note that in recent times, the retail industry has seen positive advances in workplace diversity, with the development of policies aimed at promoting inclusive practices in relation to gender, ethnicity, sexual orientation and disability.

The researchers point out, however, that neurodiversity barely rates a mention in these policies, a sign that retail organisations “do not actively promote ‘neurodiversity’ as a form of workplace diversity, and seldom create awareness about related policies and adjustments”.

According to Dr Baker, much of this comes down to a lack of awareness.

“One of the biggest things is that organisations tend to treat neurodiversity as a disability, and that means that management is not trained on how to approach neurodiversity, how to hire neurodivergent individuals, and how to manage neurodivergent employees,” she says.

“There’s this lingering perception that it would cost organisations a lot of money to make special adjustments, and that this would have a negative effect on the workplace and on other employees. There is low awareness and perhaps a fear of the extra time, effort and resources it would take to understand neurodiversity, and then do the right thing.” 

The tech example

Not all industries have been so slow-going in the effort to manage neurodiversity in the workplace.

In the burgeoning technology sector, neurodivergent people are sought after for their potential to give companies a competitive advantage. Global firms like Microsoft have developed hiring programs aimed at attracting neurodiverse talent, based on the belief that it can “positively impact our company culture”, and “strengthen a workforce with innovative thinking and creative solutions”. 

That’s not to say that hiring neurodiverse employees is a challenge-free pursuit. Microsoft acknowledges that neurodivergence in the tech industry is “a double-edged sword”, offering both exceptional advantages and some challenges.

“On one hand, neurodivergent individuals contribute significantly with their unique strengths such as innovative thinking, acute attention to detail, and remarkable problem-solving skills,” the company says. “On the other hand, they face obstacles including communication difficulties, sensory sensitivities, and executive functioning issues, which can hinder their teamwork and self-esteem.”

Organisations must therefore take a holistic approach when embracing neurodiversity in the workplace, staying mindful of both the challenges and the benefits.

“There are some excellent case studies out there of technology organisations that really see the value of neurodivergent employees and the special skills sets that they bring, and they’ve been able to really benefit from these policies and programs,” Dr Baker says. “But this requires a considered approach, including the creation of an inclusive and flexible workplace that is able to adapt, and an environment where neurodiverse individuals are given opportunities to contribute and reach their potential.” 

True inclusion

There is no doubt that community attitudes toward neurodiversity are still evolving.

The term itself is relatively young, coined by Australian sociologist Judy Singer in the late 1990s to convey the idea that neurological conditions like dyslexia and autism are a natural part of the human continuum.

Since then, neurodiverse people have been increasingly visible in popular media, resulting in a rise in awareness and the dispelling of many myths. Television programs like Employable Me and Alone Australia send a message that neurodiverse individuals are ready to work, and have special skills to offer.

Unfortunately, says Dr Baker, there’s still much progress to be made before we’re a truly inclusive society, one that values diversity of all types.

“The bottom line is that we need more awareness, and that takes time,” she says. “It’s only now that neurodiversity in the workplace is being explored more widely in academic research. And as for the awareness that has come with greater media attention, it goes some way to educating society, but how does that translate into organisations?”

In the realm of the workplace, efforts must be made to display the business case for employing neurodivergent individuals.

“We need to show that it doesn’t have to cost more to develop neurodiversity policies and hire neurodivergent employees,” says Dr Baker, “and in the long run, it can affect performance at all levels and improve a range of business outcomes, while also enabling organisations to fulfil a moral duty to society and to neurodivergent individuals.”

As for Rohan from Employable Me, a year after the documentary series finished filming, he managed to get himself gainfully employed. 

“I love having a job … it feels very good to be a contributing member of society,” he says in a special catch-up program aired on ABC TV. “I think I’m good at this job because I have a good memory and good attention to detail.”

And his colleague, Christine, seems to agree. “Rohan’s a hard worker,” she says with a smile. “He’s really great to have.” 

Dr Marzena Baker is a senior lecturer and diversity researcher at ACU’s Peter Faber Business School. Her primary research focus revolves around investigating the efficacy of workplace diversity policies, with a keen interest in enhancing the representation of diverse employees across various organisational levels and assessing the diversity impact on the overall organisational performance.

For further details, see the full journal article, ‘The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness’, or contact Dr Baker at Marzena.Baker@acu.edu.au