Are there individuals in your team who perhaps think, behave or react differently? Perhaps they don’t interact with others in the same way, preferring their own company.
Maybe they often sit somewhere quiet away from others or aren’t so keen to participate in the big social gatherings. They might seem to take in information at a different pace or are quite intense when discussing certain topics. In our sector, some of these characteristics might apply to one in five of us, and it might be because as individuals they are neurodivergent. A workplace rich in neurodiversity is one to encourage and cherish. But, unless we recognise that we are all different and are open to supporting that diversity, we risk missing out on the real benefits of a neurodiverse workplace.
The Healthcare Communications Association in collaboration with fox&cat and endorsed by the ADHD Foundation – the Neurodiversity Charity – recently launched a campaign to welcome and celebrate neurodiversity in healthcare communications. Why? Because as a sector, we’re facing unprecedented challenges around resourcing, time and budget constraints. There is a real need for us all to therefore think differently in terms of strategy, creativity and delivery. This plays to the strengths of neurodivergent individuals, whose talents can include lateral thinking, hyperfocus, problem-solving, meticulous attention to detail, highly analytical thinking, creativity, intense expertise and innovation.
A neurodiverse mindset
It is certainly not a coincidence that we find there is a proven link between ADHD and an entrepreneurial mindset in business, and that 40% of self-made millionaires in Britain have a diagnosis of dyslexia. Consequently, some forward-thinking organisations already recognise the benefits that a neurodiverse workforce can provide, and have adapted their recruiting processes and working environment to ensure they are equitable and inclusive. Standardised workplace environments and processes often present challenges for neurodivergent individuals. Hiring and retaining talent therefore requires some reasonable and inexpensive adjustments.
Recruitment and careers
Proactively recruiting neurodivergent individuals opens up a wider pool of talent, but these individuals perhaps don’t perform their best in a traditional recruitment process. Underachievement in traditional education may not reflect lack of intelligence or potential, more that the system has not been flexible enough to bring out their best.
Similarly, unconventional career paths are not unusual. It is, therefore, important we understand these facts when recruiting, to ensure we are not unknowingly favouring ‘neurotypical’ candidates.
How we interview is also an important consideration. A ‘question and answer’ approach may not suit some neurodivergent individuals. Pre-sharing questions, or more focus on work tests may provide a much better evaluation.
In terms of career progression, again assumptions should not be made. Perhaps people management does not fit with their strength or desire, but that should not prevent them from progressing in their specialty.
Working environment
Many work environments are not set up to support neurodivergent individuals. However, with better understanding of individual needs, simple adjustments can make a big difference. Examples might be quiet workspaces or noise-cancelling headphones to minimise distractions and support concentration and attention of individuals who experience hyperactivity. Dedicated workspaces, instead of hot-desking, can be good for people who find change harder to manage. How we communicate is another consideration. Some neurodivergent individuals may find information presented in different formats, such as recordings rather than written meeting summaries, or the use of infographics and illustrations, more accessible. They may also digest information at different speeds.
Importantly, we should all recognise that everybody is not the same, so open discussion to understand individual needs is most beneficial.
It’s good to talk
Being a neurodivergent individual does not necessarily always feel good. Despite the value they can bring to an organisation, concerns about stigmatisation and a possible lack of understanding can prevent individuals from obtaining, or disclosing, a diagnosis. They may instead make efforts to mask, or camouflage, their differences, which can be detrimental to their mental and physical health. If this is you, it is always better to talk to your employer and colleagues to help them understand any challenges you are facing. And if you don’t feel comfortable doing that, there are organisations that understand and can help you in many ways. Of course, that may be easier to suggest than for you to do, but however hard, talking and sharing your experiences and how you feel, will help.
Helpful resources are available at: the-hca.org/neurodiversity
This column appeared in the April edition of PME. Read the full issue here.
