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  • Companies are focusing on becoming more inclusive for neurodiverse workers
  • Access to quiet spaces and noise-cancelling headphones and initiatives like resource libraries can benefit both neurodivergent and neurotypical employees
  • Companies must give employees, especially middle managers, intentional time to engage and learn about neurodiversity

As predicted in the 2024 trends report from co-working company International Workplace Group, companies are trying to become more inclusive places for neurodiverse workers.

“The experiences that people have been having aren’t new, but the way we’re talking about it and the focus we’re having on it is new,” says Matthew Coons, Matthew Coons, global head of diversity, inclusion, and belonging at Xero.

Neurodiversity refers to a variety of distinct ways a person’s brain works, and encompasses conditions like attention deficit hyperactivity disorder (ADHD), autism, dyslexia, traumatic brain injuries and other sensory or cognitive conditions.

The Centre for ADHD Awareness reports that about 1.8 million Canadians – or one out of every 21 people in the country – have ADHD. Additionally, 1 in 50 Canadians are diagnosed with autism every year, according to the Canadian Academy of Health Sciences.

Accounting software company Xero has been making strides to become more neuroinclusive.

Beyond it being the right thing to do, Mr. Coons says that creating an inclusive environment for neurodiverse workers can make work better for everyone.

For example, if you create designated quiet spaces in your offices like Xero, you aren’t just supporting neurodiverse workers, but potentially workers who are struggling with their mental health or those adjusting to the socialization after years of working from home.

He says it’s also an important piece in attracting top talent, especially in the tech space, where one study from Deloitte shows that neurodiverse workers are more likely to work in that sector.

“I think the first step in a journey an organization really needs to take is recognizing that there isn’t a singular solution,” Mr. Coons says about creating a neuroinclusive environment.

Mr. Coons says he always refers back to a quote from autistic professor Dr. Stephen Shore, who said “when you’ve met one person with autism, you’ve met one person with autism.”

In other words, the support one neurodivergent person needs could be radically different from what another needs to thrive at work.

Mr. Coons started by working with the neurodiversity employee resource group (ERG) at Xero.

“They have really been our guides in understanding the biggest priorities and opportunities for a neurodivergent, inclusive workplace,” he says.

Based on feedback from the ERG, they created new initiatives with neurodivergent workers in mind, like providing access to noise-cancelling headphones and fidget spinners, creating quiet spaces in each office for hybrid workers and providing set desk assignments for workers who prefer the routine instead of ‘hot desking,’ where workers can book or take any open desk.

To help more employees understand neurodiversity, Xero has also set up resource libraries and brought in external speakers.

While these are ideas other companies can leverage, “I think the resources that you create and provide are only as good as how they’re being activated,” says Mr. Coons.

He says it’s important for companies to give people the time and space to use the resources that are provided, especially middle managers who have a lot on their plate, and may not be provided with the same intentional pathways to engagement as senior leaders.

Xero is currently in the process of pairing more quantitative data with their qualitative data to get a deeper view of the employee experience and track how it’s changing over time.

The company recently did a survey on neurodiversity in the workplace and 88 per cent of respondents said Xero met or exceeded their expectations in regard to neuro-inclusion.

Mr. Coons says that creating a more neuroinclusive work experience, like any other change, can create friction as people adapt.

He says, “Sometimes you’ve got to break things down to build things up.”

What I’m reading around the web

  • New research reported by The Toronto Star shows that whether coffee is good or bad for your health might hinge on your genes. Some people process caffeine differently because of genetic variations, affecting both the positive and negative health impacts of coffee.
  • Can you tell when someone at work is struggling with their mental health? This TED Talk shares how opening up at work can benefit everyone.
  • Pushing through boring tasks might actually reduce your productivity later on. This article in The Wall Street Journal shows why mixing boring and interesting tasks throughout the day can help maintain productivity.

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