By Abu Bakkar; HLB Chief Innovation Officer
Neurodivergence is a fairly common characteristic, not an outlier. In fact, over one in five people have some form of neurodiversity, such as dyslexia, autism, or ADHD.
Individuals with these diagnoses often have unique problem-solving capabilities, a strong work ethic, and ambition - all things that can fuel innovation in the workplace.
But certain misconceptions continue to discourage organisations from recruiting neurodiverse candidates. Before we dispel these lingering myths, let's first explore what neurodiversity actually means.
Neurodiversity refers to the differences in how the human brain processes information, communicates, and senses the world. These differences can be classified into various brain function profiles, or neurotypes. Neurodivergent people can show characteristics of more than one neurotype, including:
Attention-Deficit/Hyperactivity Disorder (ADHD): A neurodevelopmental condition marked by persistent inattention and/or hyperactivity-impulsivity that impacts daily functioning.
Autism: A neurodevelopmental difference affecting social communication, sensory processing, and flexible thinking.
Dyscalculia: A specific learning difference that impairs understanding of numbers, arithmetic facts, and mathematical procedures.
Dysgraphia: A specific learning difference that affects handwriting, spelling, and organising written expression.
Dyslexia: A specific learning difficulty that makes accurate, fluent reading and spelling harder.
Dyspraxia: A neurodevelopmental condition that affects motor planning and coordination, often impacting fine/gross motor skills and organisation.
Tourette syndrome: A neurological condition involving multiple motor tics and at least one vocal tic for over a year, beginning in childhood.
Neurodiversity is seen as a spectrum based on the neurotype and severity. People with the same neurotypes can have completely different experiences, strengths, and challenges. But focusing only on the negative limits your understanding of neurodiverse individuals and the benefits they bring to the workplace.
A 2022 study in the Netherlands found that people with ADHD or autistic traits showed significantly higher flexibility, fluency, and originality. For instance:
Focus for longer periods of time: Neurodiverse individuals with ADHD can focus on a task for hours. This characteristic allows them to excel at routine tasks that interest them. It's also useful when completing time-sensitive or complex projects.
Stronger pattern recognition: Neurodivergent individuals are also very detail-oriented, making it easier for them to identify subtle changes and recurring patterns in data. This can make them very proficient at audits, forecasting, and strategic business planning.
Higher risk appetite: Neurodivergence is also known to come with a healthy risk appetite. This tendency can push your business to identify opportunities, build innovative solutions, and differentiate itself from the competition.
If you want to create a truly competitive business strategy, start by understanding and embracing these neurological differences in your own workforce. Several businesses are already investing in neuroinclusion programmes and accommodations. By creating the best environment for neurodivergence to thrive, they're supporting their employees and reaping the benefits of their unique capabilities.
Several studies have shown that teams with different neurological profiles consistently produced more original and less redundant ideas. This holds true in the workplace as well:
Neurodivergent employees can become a strategic advantage for your business too, but they must feel comfortable and welcome in the workplace in order to perform their best.
Neurodivergent employees often prefer keeping their differences private, fearing stereotypical assumptions (37%) and stigma (34%) that can impact their career. If business leaders want to experience the full benefit of neurodivergence on their teams, they need to first address these common misconceptions:
1. Special workplace accommodations
Neurodivergent individuals perform better when they're provided certain accommodations, like additional time for projects or asynchronous interviews - adjustments that aren't excessive or an egregious imposition on a company. However, data shows neurodivergent employees avoid asking for any accommodations unless completely necessary. For example, 91% of neurodivergent SAP employees did not ask for any accommodations, while the rest asked for only reasonable adjustments at the workplace.
2. Cost of accommodations
81% of employers believe adjustments for neurodivergent employees will be expensive, disrupting existing processes. But the truth is over half (58%) of neurodivergent accommodations - like flexible work hours, recording meetings, and asynchronous communication - cost nothing.
3. Hand-holding requirements
70% of employers believe that neurodivergent employees need more oversight than neurotypicals. But 80% of participants in DXC Technology's neurodiversity programme say it doesn’t add any additional work. This is because neurodivergent employees thrive in a flexible workplace environment that allows them to work at their own pace.
4. Formal diagnosis or disclosure
Employers also may believe that hiring neurodivergent employees comes with extra paperwork and compliance requirements. But there are no such laws in the US, UK, or EU that require companies to disclose the neurodiverse conditions of employees - it's solely up to the individual’s discretion.
Evidence and experience show us that organisations that look beyond misconceptions surrounding neurodiversity can create environments that foster innovation, improve problem-solving, and enhance employee satisfaction.
At HLB, we value diverse thinking as a strategic advantage. HLB’s Innovative People, Brighter Futures network strategy underlines how integral neurodiversity is to our values. It reinforces the belief that people are at the centre of progress and demonstrates the importance of building workplaces where different perspectives are supported, valued, and celebrated.
To support this commitment, the report introduces a framework, and is accompanied by a practical toolkit, which are designed to help employers at every stage of their journey toward neuroinclusion. These resources provide guidance on attracting neurodiverse talent, creating the right workplace adjustments, and building a culture where individuals can thrive and contribute their full potential.
By adopting these practices, organisations can go beyond compliance and make meaningful progress in embedding neuroinclusion into their people strategies. The result is stronger teams, greater innovation, and workplaces that are equipped to meet the demands of the future.
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