Understanding what neurodivergent employees need to succeed
Sep 13, 2024
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Dr. Lawrence Fung, an associate professor at Stanford and director of the Stanford Neurodiversity Project, sheds light on the unique strengths neurodivergent employees bring to the workplace. He discusses the staggering 20% prevalence of neurodiversity in the population and the substantial barriers, including high unemployment, these individuals face. Dr. Fung emphasizes the need for supportive corporate cultures and universal design approaches to help neurodivergent staff thrive. He advocates for a strengths-based management style and inclusive hiring that truly values diverse capabilities.
Neurodivergent individuals, comprising a significant portion of the population, can greatly enhance organizational productivity if supported appropriately by employers.
Implementing inclusive hiring practices and educating managers on neurodiversity helps create a workplace environment that benefits all employees.
Deep dives
Understanding Neurodiversity
Neurodiversity refers to the natural variations in human brain function and behavior, encompassing conditions such as autism, ADHD, dyslexia, and Tourette syndrome. Approximately 20% of the population is considered neurodivergent, with autism prevalence estimated at about 2.85% in the U.S. and dyslexia significantly higher at 13-15%. Despite this prevalence, the employment rates for neurodivergent individuals remain alarmingly low, with around 80% of those on the autism spectrum being unemployed or underemployed. The discussion around neurodiversity is gaining momentum, as more people recognize the potential of neurodivergent individuals to bring innovative ideas and perspectives to the workforce.
Challenges in the Hiring Process
Neurodivergent candidates often face significant obstacles during the hiring process, particularly due to misunderstandings related to their social interactions. Traditional interview formats can disadvantage neurodivergent individuals since conventional expectations regarding eye contact and conversation flow do not apply. For instance, a candidate may provide a literal answer to a vague question, which can lead to miscommunication. Adjustments, such as clearer and more direct questioning, can create a more inclusive environment and help employers better assess the qualifications of neurodiverse candidates.
Fostering Neuro-Inclusive Workplaces
Creating an inclusive environment for neurodivergent individuals involves implementing practices that benefit everyone in the organization. Universal design principles can ensure that workspaces are accommodating, such as having options for noise reduction that are advantageous for all employees, not just those with sensitivities. Education and training for managers can instill a better understanding of neurodiversity, enabling them to adopt strength-based approaches in performance management and feedback. As awareness grows, it is essential for organizations to shift their culture towards inclusivity, leveraging the diverse talents of all employees to drive innovation and productivity.
Neurodivergent people make up a substantial percentage of the global population. How can companies best put their distinctive capabilities to work? On this episode of McKinsey Talks Talent, McKinsey senior partner Brooke Weddle, partner Bryan Hancock, and global editorial director Lucia Rahilly speak with Dr. Lawrence Fung, associate professor of psychiatry and behavioral sciences at Stanford University and the director of the Stanford Neurodiversity Project, about the productivity and creativity that neurodivergent employees can bring to organizations—and how employers can support them.