Harnessing the Unique Talents of Neurodivergent Employees

As every manager knows, no two employees are the same — and no two employees can be managed exactly the same way, either. Every person brings unique experiences, strengths and weaknesses to their role, and each one may need a slightly different managerial approach to achieve their potential.

This includes neurodivergent people, like those who have autism or ADHD. These employees bring unique and often extraordinary skills to their roles and represent a large and growing portion of the workforce. Indeed, the consultancy firm Deloitte reports one in five U.S. adults is neurodivergent. It’s important for managers to learn how to harness the skills of every employee — especially as businesses nationwide struggle to retain talent.

Fortunately, people across the board — from those who are neurodivergent to their neurotypical co-workers — benefit from simple accommodations that provide clarity on roles and assignments, optimize the work environment and foster creativity.

Provide Clear Expectations

Providing clear guidance and expectations is the best way to support a neurodivergent employee. This means sharing KPIs and timelines for projects, telling employees upfront what their performance review will entail and talking through expected etiquette, from guidelines on meeting attire to specifics on when — and when not — to send emails or make calls.

Likewise, managers should not “drop hints” and expect good results. Direct communication is always best.

It’s also important to note neurodivergent staff may struggle to disconnect from work. A manager can make a world of difference by encouraging employees to log off at day’s end and come back fresh the next day. This isn’t always possible — emergencies and deadlines derail the best work-life policies — but all employees benefit when they have the freedom to disconnect at the end of the day.

OFFER FLEXIBILITY – WITH A PLAN

Flexibility is hailed as a priority for many of today’s employees. This is true for people who are neurodivergent, too, but it’s best to provide flexibility within clear parameters. For example, a workplace may offer employees the ability to work from home. It’s important to be clear about what is expected on those days, including work hours and tasks.

Likewise, some employees are “morning people” while others are night owls. Flexibility around work hours — within reason — may benefit all staff. Still, with neurodivergent employees, it’s best to work with them to determine specific hours. For employees with executive functioning challenges, deciding every day when and where to work is a burden, not a boon.

Give Them Control Of Their Environment

Many employees are easily distracted at work, from chit-chatty colleagues and buzzing lights to ringing phones and texts. Granting employees some control over their environment to minimize disruptions enables them to focus. This will take a different form for every person, but common accommodations include soft lighting, white noise machines and acoustic blockers.

Another recommendation is to give employees permission — within reason — to turn off notifications while focused on difficult or timesensitive assignments. Constantly switching back and forth between tasks impairs productivity and creates frustration — for all employees.

Unleash Their Exceptionalities

Neurodivergent people are known for bringing unique capabilities to the workplace. In the right environment where they’re empowered to leverage these capabilities, they’re passionate, productive and reliable.

They’re also exceptionally creative. They are innovators and process improvers. While many people are content with the status quo, neurodivergent employees won’t be satisfied with an inefficient process simply because “this is how we’ve always done it.” Instead, they’ll figure out a new and better way.

Managers can unleash these skills by giving employees permission — and clear boundaries — to make improvements, increase efficiencies and elevate your business. —Morgan Hall, Ph.D., a neuropsychologist and the clinical director for Axis for Autism (axisforautism.com), who previously spent many years working in vocational rehabilitation to help neurodivergent adults find meaningful employment

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