Accommodating neurodiversity - building a diverse workforce reaps commercial gains

In the UK, it is estimated than one in seven people are neurodivergent. Catering for neurodiversity is a moral, social and economic imperative. The workplace of the future will ensure roles, environments and HR policies are designed for a diverse, blended range of human beings - and enjoy the ensuing commercial gains.

Today I'm attending The Fifth Annual Progressing Neurodiversity at Work 2024 Conference organised by Institute of Government & Public Policy.

It's superb.

As the mum of a neurodiverse teen and someone for whom talent management is a daily focus, I cried when this quote was put on screen by Angela Matthews from the Business Disability Forum to put a voice to the things they hear regularly:

"Ableism occurs when environments, products and processes are designed with the arrogant and unchallenged default attitude that everyone thinks, moves, lives and communicates in the same way.

"It tells me that I am the one who is different, that I am the minority, and that, because my body is different to the people who had input into the design of my working environment, that I am the problem, the cost, the risk, and the 'disabled employee case' that 'needs' adjustments."

In our family, we know that with advance thought, it doesn't have to be that way and the huge potential wrapped up in our teenager.

Accommodation means focusing on challenges rather than the condition first

As the brilliant Nancy Doyle from Genius Within CIC said, standardised reasonable adjustments aren’t enough to bring out the potential and ambition of neurodiverse people. A diagnostic label does not predict what people will be struggling with on a daily basis. Nor should anyone be forced through a costly and lengthy diagnostic process.

The research from the speakers underlines that this can all change if we stop measuring diversity by categories that suit the organisation and its systems and processes, and turn this on its head to put individuals first.

By changing how we design our workplaces, we can make them inclusive for all so that no one has to disclose if they don't want to, and never has to reach crisis point. We can also better support line managers as first responders to recognise challenges and provide the right support interventions. All of this can reduce stress, workplace tension and the heavy cost burden to organisations.

The business case

It's not just a moral imperative, there are commercial gains too. Genius Within found that diverse teams:

➡️ Are 87% better at decision making
➡️ Boost results by 60%
➡️ Have 20% increased innivaton
➡️ Reduce risk by 30%

Let's rethink workplaces to give everyone an equal opportunity to thrive. It's the fastest, most important way to build a happy and successful workforce of the future.

The image is of a sign saying Health is Wealth, which I took recently in a hotel gym in NYC.