Name: Neurodiversity at Work
Rating: 4.4 (286 reviews)
Author: Theo Smith and Amanda Kirby

What’s in it for me? Discover how a neurodiversity-inclusive approach can transform your workplace.

Imagine you’re looking for a job, and you finally find one that you know you’re qualified for.

You research every possible aspect of the company and brainstorm potential questions you could be asked during the interview.

And then, on the day of your interview, your nerves get the better of you. You become completely tongue-tied when the interviewer asks you a relatively straightforward question.

You don’t get the job – even though you know you would be great at it, if only given the chance.

Scenarios like this happen in every hiring process, at every company. That’s because the way we interview people, scrutinize CVs, and generally behave in an office environment is extremely ritualized. It also rewards a specific kind of performance.

Prospective employees who don’t perform well under these ritualized conditions, like many neurodiverse individuals, are therefore excluded from a large portion of the job market. But this isn’t just a problem for those who are neurodiverse; it’s also a problem for the companies that fail to hire them. Strong, innovative teams need a range of perspectives. They need the insights that neurodiverse minds can bring to the table.

So, as a hiring manager or recruiter, how can you make sure that you don’t exclude neurodiverse candidates? And, even more urgently, how do you ensure that your workplace is an environment where different kinds of people can thrive?

That’s exactly what we’ll cover in this Blink to Neurodiversity at Work, by Theo Smith and Amanda Kirby. We'll delve deeper into what neurodiversity is, how to build a neurodiverse team, and explore three concrete steps you can take to attract – and keep – talented, neurodiverse employees.

In this Blink, you’ll learn

what neurodiversity is;
how to confront your hidden biases about what makes for a good employee; and
how to create an inclusive workplace that helps everyone thrive.

What is neurodiversity, and why does it matter?

In a sense, we’re all neurodiverse. After all, each of us has 100 billion brain cells, firing and making connections every second of the day. No two brains are exactly the same. They’re like our thumbprints – each one is wholly unique.

But often, being “neurodiverse” is taken to mean that someone has a specific diagnosis, like dyslexia, ADHD, or autism. The term indicates that their brains work differently in the specific ways that are associated with that particular diagnosis.

Like with any definition, there’s a lot of controversy about what the exact meaning of neurodiversity is. But what’s commonly agreed is that the term points to the fact that we don’t all process information and think in the same way. In fact, the ways our minds work are affected by a number of factors: past experiences, our specific neurobiological makeup, the kind of education we’ve received, the traumas we’ve been exposed to, and a host of other things. Of course, all of these factors affect how we think and work.

That’s why it’s such a problem that workplaces are designed to be one-size-fits-all. Not everyone can function well in an open office, or between the hours of nine and five. Not everyone is able to come up with answers on the spot, or lead a presentation with aplomb. But that doesn’t mean that they don’t have a lot to contribute to the workplace. On the contrary, some of our greatest entrepreneurs have described themselves as being neurodiverse. Seeing the world differently can mean having unexpected solutions to complex problems.

That’s why companies like Microsoft, JP Morgan, and IBM, among others, are working furiously to recruit and support neurodiverse talent in the workplace. But how exactly do you adapt hiring practices to support neurodiversity?

To answer this question, let’s explore the three steps you can take to begin building a neurodiverse team in your workplace.

Step one: confront your hidden biases, and stop looking for someone who “fits” the team.

The very first step is to confront your own hidden biases about what a “good” candidate looks like.

A Harvard Business School study showed that we usually make up our minds about someone only 30 seconds after meeting them. This is often based on subtle things, like whether someone makes eye contact or has a firm handshake.

Step two: make sure that your interview process is a productive collaboration instead of an exam.

Too often, the interview process is seen by both sides as being a kind of test that candidates need to “pass” to “land” the job. But, as any hiring manager knows, the candidate who “aces” the interview could actually be a terrible hire.

Some people thrive in interviews. Others shut down completely, even if they’re actually very qualified. It can be hard to process information and answer questions on the spot in a high-pressure environment. Some neurodiverse people are also very sensitive to light and noise; they can be overwhelmed by the stimulation.

Step three: create a person-centered environment with space for different ways of working.

Say you’ve just hired a talented new employee who uses a wheelchair. You tell her you’re thrilled that she’s decided to join the team. But on her first day of work, she can’t even get through the door because there are steps leading up to it – and no ramp.

Disability justice activists have led the way in creating a movement to fight for environments that allow disabled people to participate in everyday life. Disability isn’t an individual problem. Rather, it’s created by a society that builds offices without elevators, stairs without ramps, and bathrooms that are too narrow to fit a wheelchair. Just as a wheelchair user requires a ramp to be able to do her job, neurodiverse employees require different kinds of support to really be able to thrive at work.

Kernaussagen in Neurodiversity at Work

Worum geht es in Neurodiversity at Work?

Neurodiversity at Work (2022) is a practical guide to recruiting neurodiverse employees and creating work environments that allow them to thrive. Thanks to the digital revolution, the world of work has changed dramatically over the last decades. Yet corporate culture has remained trapped in archaic hiring practices that don’t work for the neurodiverse. By updating these practices, you’ll create a more inclusive workplace, which will yield more successful and innovative teams.

Über den Autor

Theo Smith is a talent acquisition leader and a member of the Resourcing Leaders 100. He led recruitment strategy at NICE, the National Institute for Health and Care Excellence.

Professor Amanda Kirby is a doctor, tech entrepreneur, and experienced researcher. Her previous books include How to Succeed in Employment with Dyslexia, Dyspraxia, Autism and ADHD and How to Succeed in College and University with Dyslexia, Dyspraxia, Autism and ADHD.

Both authors identify as being neurodivergent.