Collaboration

In every organisation, there are challenges and barriers that are not always visible but have a significant impact on employees’ performance and well-being. Some employees face obstacles due to neurodivergence or other factors that are difficult to detect. Others may not even be aware of what is hindering them. How can an organisation identify what is happening with its employees and create an environment that accommodates these invisible differences?

Every neurodivergent person is unique, so it’s essential to tailor remote work environments to individual needs instead of using a one-size-fits-all approach. Whether you’re neurodivergent or managing neurodivergent employees, the key is to ask what environment helps them perform best.

In an increasingly diverse labour market, neurodiversity is gaining importance. Employees with neurodivergent neurotypes, such as ADHD, autism, dyslexia, etc., often have what are called ‘spiky’ profiles: they excel in specific skills while facing more challenges in other areas. Companies that harness these particular skills will be well-positioned for success in the future.

Contrary to the stigmas surrounding neurodivergence (ADHD, autism, Down syndrome, dyslexia, etc.), employees with a neurodivergent brain bring immense added value to the team and are an asset to the company overall. Therefore, let us discuss in more detail the unique strengths, talents, and skills that these neurodivergent colleagues often possess. It is important to note that each person is unique, and not every neurodivergent individual will have these strengths.

We often receive questions like: “Does allowing reasonable accommodations for neurodivergent colleagues not lead to jealousy among others? Why do some prefer to keep their diagnosis to themselves? How can we express what we need without fear of retaliation or being overprotected? How do we prevent friction and miscommunication in our diverse team?” Psychological safety is always at the foundation of the solution to these questions.