5 Neuro Inclusion Best Practices To Lead Like An Ally

Neurodiversity refers to the concept that individuals perceive and engage with the world in diverse ways and have different cognitive abilities. While no one person thinks or behaves the same, neurodiversity puts language to the various neurological and developmental conditions, particularly within the context of autism spectrum disorder, ADHD (attention deficit/hyperactivity disorder) and other learning disabilities or cognitive differences.

In my interview with Stephen Destefani, Neurodiversity Program executive at Wells Fargo , he shared, “Our real objective is to remove the need for neurodiversity programs. We see accessible design applying to some and benefiting all. But the world is not there yet. We need neurodiversity programs to ensure those in the neurodivergent community have access to resources and support and [so] others learn to be better allies.”

Destefani offers five best practices for organizations looking to build or expand neurodiversity programs.

1. Community-based sourcing models
2. Skills-based hiring
3. Inclusive onboarding
4. Neuro-inclusion training
5. Neuro-inclusion for HR leaders

Community-Based Sourcing Model

Destefani stated, “We’ve tapped into universities and organizations focused on community support to source candidates from diverse backgrounds to minimize the need to relocate. We build strong ties to the communities we hope to serve. For us, local branches help us access local talent from a variety of backgrounds.”

This is a great example of meeting people where they are and leveraging the talent in the communities you already serve. Neuro inclusion does not mean changing how we recruit or hire talent; it means pivoting to what already exists and maximizing the advantages.

Skills-Based Hiring

Most people have affinity bias and they prefer to work with people who are like them. The challenge is that people like us are not necessarily the best person for the job. An objective hiring approach based on skills, not personality attributes, helps recruit and hire the best talent for the role.

?“We define neurodivergence as the naturally occurring variation in the way people behave, learn and communicate. For neurodivergent people, barriers are most prevalent in the interview process. Hiring managers expect a firm handshake, eye contact, professional appearance and demeanor. We use a skills-based hiring model instead, focusing on the critical needs of the role. This helps us be more objective in all our hiring,” Destefani commented.

Inclusive Onboarding?

Destefani shared, “Inclusion starts before the first day. [That includes] communicating expectations leading up to that first day to quiet anxiety. Ninety-nine percent of people felt valued and cared for on day one. Every hire has a buddy or work friend throughout onboarding and serves as an informal mentor. We also have 160 internally certified coaches for new hires and their managers to develop common understanding and common challenges.”

People frequently make long-term employment decisions based on their onboarding experiences. When new people are well-supported and surrounded with people who can help them understand the complexities of the work environment, they're more likely to stay. For people experiencing neurodiversity, this is even more important as the unspoken norms are often not as clear.?

Neuro-Inclusion Training

Awareness is a critical step to being a better ally—and a better leader—for neuro inclusion. Inclusive leaders understand what they know and do not know, and they seek resources and support to learn and get better. Because neurodiversity is a fairly new term for managers, it is important to educate them on what it is and how to be more inclusive.

“Our entire workforce globally has access to our three modules available on demand: neuro-inclusion foundations, neuro inclusion for managers of people and a coaching course. We’re taking our best practices and sharing them with universities and other institutions,” Destefani mentioned.

Neuro Inclusion for HR Leaders

Human resources leaders need even more support around neuro inclusion. Because they often guide the employee experience across the spectrum of recruiting, hiring, retention, promotions and separations, they have a larger impact on people's perceptions of inclusion. HR leaders need more support, tools and resources so they can share content and ideas with the people they support so they can be more inclusive as well.

Destefani noted, “We provide even more tools on neuroscience to our employee-relations team and HR leaders. Our goal is that leaders focus less on the diagnosis or rely on someone sharing that they are neurodivergent. We want them to have an enhanced understanding of the contributors to accessible workplaces so that we do not rely on neurodivergent people communicating their needs. It is not about accommodations; it is about smarter support.”

As a result of these best practices for neuro inclusion, the Wells Fargo team has seen real business results from a recruiting, retention and awareness perspective. Since the program’s inception in 2020, 290 people have accepted offers of employment through the Neurodiversity Program, with 97% of their neurodiversity hires still employed. Over 1,000 leaders have been trained on neuro inclusion.

One employee said, “For the first time, I feel like I work for a company that values divergent thinking and processing. I feel seen, respected and appreciated.“

Being neuro inclusive is good for the employee experience. It helps all people feel seen, heard and belonging, which means more productive employees and less turnover for organizations.

Connect with me at NextPivotPoint.com .