One size doesn’t fit all so why are organisations built for one type of person?

It’s been a turbulent week to say the least but this article is corona free! After several event cancellations due to recent times, I was delighted that we could go ahead with our planned Neurodiversity lunch and learn last Thursday for those in the office and some logging in from home.

I have struggled to find a definition of neurodiversity that I was comfortable with, including the Cambridge dictionary definition. Our Neurodiversity lunch and learn was run by Daniel Aherne from Adjust who defines neurodiversity as ‘the acceptance and celebration that we all think differently’. I love this definition because it’s pure and simple. We do all think differently yet not everyone accepts that and in turn we have organisations that are not built for those that think differently.

Neurodiversity has become a topic of conversation in the last year for a number of organisations and I believe that it will get the focus it deserves in the coming years. One reason for this is the new generation coming into the workplace and thankfully being active in discussing neurodiversity. Another reason I believe it will get the focus is because the business case is being looked at and organisations will want to be ahead of curve in realising that acknowledging neurodiversity in the workplace benefits us all.

Daniel took us through the overlapping nature of ADHD, Dyspraxia, Autism and Dyslexia, the skills profile for each, the potential organisations can unlock from neurodivergent individuals and what organisations can do better to support individuals and become more inclusive.

If you didn’t think it before, looking at the neurotypical skills profiles including problem solving, analytical thinking, creativity and organisational skills really helps you to gain an understanding of an individual’s strengths and weaknesses. However, many are unaware of this information and without having an awareness of neurodiversity and understanding the skillsets, it’s unlikely you would know how to support someone effectively. It’s also important to remember that everyone is different and will require different adjustments.

It is simple. We are all different and we need workplaces to be able to adapt if they want to get the most from their talent. This would mean looking at your workplace as an ecosystem and the different points in which your processes could be blocking/hindering talent. E.g. recruitment processes, are they inclusive and would you miss out on neurodiverse talent if the proceses and assessments remain the same? What knowledge do line managers have on skillsets to best support their team? Have you considered if your office set up is inclusive to neurodivergent individuals?

Knowing your workforce from a diversity perspective is key to supporting and retaining them and I believe easy steps can be made to allow neurodivergent individuals to flourish in their workplace. Who wouldn’t want to unlock this potential?