Neurodiverse people often face difficulties being accepted in the community and in the workplace, since they do things and behave differently. There is bias against neuro-minorities in the workplace, as companies often do not hire neurodivergent talent; they are often misunderstood or undervalued in their skills. In the U.S., the unemployment rate of individuals with autism is 85%, while 46% of those who are employed are overqualified for the job. These numbers appear absurd, especially knowing that neurodivergent individuals may be more productive than the average employee, and their skills can be useful in the creation of new, creative ideas.
Their differences exclude them even before an interview for a job. Even during an interview, when evaluating a candidate’s emotional skills and verbal communication, the interviewer may have an unintended bias against neurodivergent candidates if they are not informed about such candidates. Many managers would be uncomfortable hiring such a candidate. According to the University of Connecticut’s Center for Neurodiversity and Employment Innovation, the unemployment rate for neurodiverse individuals is eight times higher than the average rate in the U.S., which is around 30% – 40%.
The stigma that the neurotypical way of work and socialization is the best is not quite true. In reality, hiring neurodivergent people with different skills and abilities brings value to a company in morals, invention, quality, and productivity. They are a big plus to the workplace. Their contribution adds value to a company. Including neurodivergent workers makes the workplace more inclusive, increasing the company’s employee morale and thus benefiting all workers. The lack of inclusion in the workplace is an injustice to neurodivergent people and a loss to the company.
A friendly, neurodiverse environment must be created in the workplace. Employers must respect neurodiverse employee’s choices and needs. Managers should not assume that neurodiverse candidates have the background for the job. Different communication techniques should be used towards neurodivergent employees, such as concrete and clear step by step instructions that are either verbal or written. Managers should have realistic expectations from such employees without overwhelming them. Feedback should be given frequently and not only when things go wrong, which may especially cause anxiety. Some may need a fidget toy in their hands. Even frequent breaks and walking can be offered rather than sitting for a long time.
There are certain work environment accommodations according to Americans with Disabilities Act (ADA):
- Flexible work schedules and settings.
- Quiet workspaces.
- Adjustable lighting in workspaces.
- Closed-captioning in video calls.
- Noise-canceling headphones.
It is a stereotype that neurodivergent people cannot be leaders and are more fit for supplement or technical roles. Teen climate activist Greta Thunberg and entrepreneurs Richard Branson and Elon Musk are neurodivergent individuals that proved this stereotype wrong. As a society, we all should accept and appreciate people for who they are. The goal is to help show empathy towards neurodiverse people in the areas of their struggle.