Besides the benefit of productivity, the neurodiversity initiative has become a big boost for team culture.
Getting started with neurodiversity
Neurodiversity programs don’t need to be overly complex. With small, low-cost steps, any organization can get a program started. While taking the first step can always sound daunting, here are some ideas I’ve seen that may be helpful.
- Begin with a conversation among business, HR, and diversity and inclusion leaders
Functions such as IT, legal and compliance are usually prime candidates for employing neurodiverse talent. Leaders in these departments might consider starting a discussion about neurodiversity with relevant HR representatives and functional inclusion and diversity leaders.
- Learn from the leaders in the field
EY is one of more than 200 companies participating in Disability:IN, which offers an Inclusion Works program that provides a great platform for members to share their experiences. EY teams have also collaborated on the Autism @ Work Playbook (pdf) created by the University of Washington Information School. The playbook provides a detailed look at how many corporate leaders developed their initiatives. It includes resources for creating a solid business case for neurodiversity, attracting sponsors, scoping and designing a program, and partnering with external resources, such as universities and community agencies.
- Start small
Many organizations have found success by piloting a small group of employees who work in just one or two key roles at a single geographic location. Inclusion Works offers a free framework for neurodiversity pilots that covers planning, scope and employment modeling, recruiting and sourcing talent, and internal training.
Summary
If your organization hasn’t embarked on the neurodiversity journey, you can explore how to get started by learning from those who have successful experiences. Big changes can start with something as simple as intentionally recruiting neurodiverse talent who possess the required skill sets for a job. The more that organizations can normalize the conversations around valuing people who think a little differently, the more they can drive innovation, increase productivity and generate a sense of belonging across the entire organization.