What makes a workplace desirable? Is it leadership, compensation, stock options, work-life balance, or career development opportunities? It could be all these factors and more. Research indicates that employees seek workspaces that foster a sense of belonging. When employees feel recognised, acknowledged, and understood, they are more inclined to stay committed.
Indian organisations have made significant strides in embracing diversity and inclusion (DEI) initiatives, with many affirmative actions aimed at creating equitable spaces for underprivileged and underrepresented groups. Yet, there remains a long journey before DEI objectives are fully realised.
The corporate sector in India is increasingly embracing neurodiversity in the workplace, hiring people with autism, dyslexia, and ADHD. Organisations like SAP, EY, Accenture, and Allegis are advocating for a neurodiverse workforce. According to the Division of Cancer Epidemiology & Genetics (DCEG), neurodiverse individuals make up 15-20% of the world population. In India, nearly 2 million individuals show signs of neurodivergence, as reported by The Hindu. The Rights of Persons with Disabilities Act, 2016 prohibits discrimination against disabled persons in employment, education, and the provision of goods and services. Enhancing the inclusion of these individuals in the workplace is not only a matter of social justice but can also offer a strategic business advantage.
What is neurodiversity?
The concept of neurodiversity acknowledges that individuals perceive and interact with the world in diverse ways, and there is no universally correct approach to thinking, learning, or behaving. Neurodiversity focuses on diverse human experiences and abilities, often considering conditions such as autism spectrum disorder (ASD), ADHD, and learning disabilities. It has been reported that communication and social skills can act as barriers for autistic adults during interviews, but large corporations are steadily making efforts to provide inclusive solutions. There is growing awareness in the industry regarding the unique traits and skills that neurodiverse people bring to work, such as intense focus, innovative visual thinking, and acute proficiency in understanding numbers and patterns. Evidence suggests that autistic employees can outperform neurotypical employees in certain tasks, such as identifying errors and performing repetitive tasks. Their ability to offer fair judgment, combined with their listening skills and ability to decode tone of voice, makes them suitable for management positions.
Benefits of neurodiversity in the workplace
Conversations around the benefits of neurodiversity in the workplace are gaining traction, often framed as a competitive edge due to increased diversity in skills, ways of thinking, and approaches to problem-solving. Companies like SAP, Microsoft, HP, and Lemon Tree have accommodated neurodiverse talent by altering their HR policies. Studies indicate that autistic individuals have higher IQ scores compared to the average population. According to the Harvard Business Review, teams with neurodivergent employees in key positions can boost their effectiveness by 30% and improve morale. Additionally, a report by JPMorgan highlighted that companies with inclusive environments were six times more creative and agile.
Limitations of the existing approach to neurodiversity
Most discussions on neurodiversity focus on performance gains, but this approach has limits. While financial benefits can attract decision-makers, it’s important to recognise that true inclusion, not just recruitment, is key. Overemphasising financial gains can undermine the value of neurodiverse individuals and risk creating divisions. Instead, we should focus on fair inclusion without categorising or marginalising neurodiverse people.
A holistic approach to neurodiversity
A more holistic approach to neurodiversity is imperative from both a social justice and business perspective. Molly Follette Story, in her work on universal design (UD), suggests that UD principles can be leveraged to accommodate neurodiverse talent as well as their neurotypical peers. UD, originally a concept in architecture and material design, offers inclusive solutions that benefit everyone. Traditional designs primarily serve neurotypical, abled individuals with some adaptations for people with disabilities. For example, a building might have stairways at every entrance with ramps at selected points. A UD approach would ensure that all entrances are ramped, and all desks are adjustable, making them usable by both neurodiverse and neurotypical individuals.
Conclusion
Embracing neurodiversity in the workplace is not just a social responsibility but also a strategic business imperative. Indian organisations are constantly striving to progress in diversity and inclusion initiatives, yet there remains a long journey ahead to fully realise DEI objectives. By ensuring environments that are inclusive and accommodating to various sensory needs, organisations can tap into the varied perspectives and viewpoints of neurodiverse employees. By integrating universal design principles into the workplace, we can create environments that enable everyone to reach their full potential. However, DEI initiatives must focus on appreciating the inherent worth of neurodiverse individuals rather than solely on financial gains. True inclusion requires a balance between fairness and creating an environment where neurodiverse individuals do not feel marginalised or commodified.