Neurodiversity at work: myths and stereotypes

Farah Van Vugt
Director, Professional Talent Acquisition | AURAY Talent

How does neurodiversity fit into a highly competitive market, where talent shortages and competitiveness coexist?

The lack of qualified resources can prove to be a complex and costly issue for organizations. To overcome this, companies must innovate, be creative in the way they approach problems, anticipate the expectations of new generations and stay at the forefront of new developments. Over the last few years, several solutions have been put forward to cope with this glaring lack of personnel (international recruitment, outsourcing of processes and offshoring of employees). However, there is still a pool of potential resources close to home that needs to be explored: people with neurodivergent profiles. Why do organizations have such reservations about them?

Around 15%-20% of the world’s population is estimated to have some form of neurodivergence. This form of divergence is present in all sectors and across all hierarchical levels. To ignore this reality means missing out on a unique source of talent and perspectives that can benefit a company and increase its productivity.

Although the idea of including neurodiversity in the workplace has gained in popularity, it is still surrounded by many myths and stereotypes. In order to lift the veil on these high-potential resources, we have teamed up with passionate and competent people. Here are a few myths presented by our partner Neuro Plus to help deconstruct our prejudices and promote understanding and integration of neurodiversity.

Myth 1: Neurodivergence is a mental health condition

Reality: neurodivergence refers to neurological differences (autism, ADHD, dyslexia, giftedness, etc.), and not to mental health conditions. However, we should remember that neurodivergent people can, like everyone else, experience mental health problems, often exacerbated by the stress related to misunderstanding or discrimination.

Myth 2: Neurodivergent people are all the same

Reality: each neurodivergent individual is unique, with their own strengths and challenges. Skills and difficulties vary considerably from one person to another, even within the same condition. Organizations need to avoid generalizations and adopt an individualized approach to support their neurodivergent employees.

Myth 3: Neurodivergent people can’t work effectively

Reality: neurodivergent people often demonstrate unique and valuable skills. For example, many people with autism excel at analyzing data, solving complex problems or paying attention to detail. People with ADHD, on the other hand, can be highly creative and think outside the box. Effectiveness at work depends more on the match between the individual’s skills and the requirements of the job than on the neurological profile.

Myth 4: Including neurodiversity is too costly or complicated for companies

Reality: the necessary adjustments are often quite easy and inexpensive. It can be as simple as providing noise-cancelling headphones, offering flexible working hours or quiet workspaces, or adapting the way people communicate. These adjustments can even be beneficial to all employees. What’s more, the benefits of neurodiversity in terms of innovation and problem-solving can far outweigh these investments.

Myth 5: Neurodivergent people lack social skills

Reality: social abilities vary considerably from one individual to another, regardless of neurodivergence. Many neurodivergent people have excellent social skills, while others may need support in this area. It is important to avoid generalizations, and to focus on individual strengths.

Myth 6: Inclusion of neurodiversity requires preferential treatment

Reality: inclusion does not mean preferential treatment, but rather the creation of an equitable environment where everyone can succeed. The adjustments are intended to eliminate unnecessary barriers and enable neurodivergent resources to perform on an equal footing with their neurotypical colleagues.

How can we deconstruct these myths?

1. Foster education and awareness: organize regular training sessions on neurodiversity for all employees. By focusing on scientific facts and real-life testimonials, myths will be easily dispelled;
2. Encourage self-promotion: give neurodivergent employees opportunities to share their experiences and successes if they feel comfortable doing so;
3. Adopt inclusive recruitment practices: review recruitment processes to remove unconscious bias and focus on real skills rather than traditional personality traits;
4. Implement concrete inclusive policies: develop clear guidelines for the inclusion of neurological differences and integrating them into the corporate culture;
5. Provide a flexible working environment: offer options for workplace layout and flexible working hours to meet diverse needs;
6. Encourage open communication: create an environment where employees feel safe to discuss their issues;
7. Measuring and communicating results: monitor and share progress in terms of inclusion to demonstrate the added value of neurodiversity.

By breaking down these myths and stereotypes, companies can create a truly inclusive working environment, where cognitive diversity is recognized as an asset rather than a liability. This approach not only promotes equity and inclusion, but can also stimulate innovation, creativity and overall organizational performance.

Including neurodivergent individuals in the corporate world requires a collective effort of understanding, adaptation and open-mindedness. By acknowledging the value of neurodiversity and putting inclusive practices in place, companies can not only enrich their organizational culture, but also benefit from unique and valuable talents. Inclusion is not a challenge to be overcome, but an opportunity to be seized in order to create more innovative, equitable and high-performance workplaces.