Hiya! For the sake of this blogpost, I am using the term “neurodivergent” broadly and will mostly be referencing ADHD and/or Autistic needs when discussing accompanying workplace accommodations and support systems. Neurodivergent folks also include a variety of people to support, such as those who have dyspraxia, Bipolar, trauma, anxiety, etc. Many of these people will be somewhat represented in the following suggestions I am offering, and these lists are absolutely not to be considered exhaustive or comprehensive!
Why Supporting Neurodivergent Employees Creates Better Workplaces for Everyone
One of the biggest misconceptions about workplace accommodations is that they exist solely to help neurodivergent and disabled workers to overcome perceived “deficits.” In reality, most accommodations simply make work easier to navigate and many benefit the entire workforce. Neurodivergent needs are human needs at the end of the day – we all have a brain, a sensory system, emotions, and ways we communicate that make the most sense to us.
As I have mentioned in previous posts, the COVID-19 pandemic unintentionally demonstrated a brief flash of how these types of accommodations can be meaningful for all. Flexible scheduling, remote work, asynchronous communication, and increased autonomy improved work for countless employees, not just those requesting formal accommodations.
As a psychologist, I often think about accommodations a little differently than some in my field might. Instead of asking, “How do we treat these symptoms?” I prefer asking, “What needs are not being met?” This way, we move beyond looking at problematic outcomes and focus on how we can help our fellow human beings can thrive and perform well within their systems of operation. I’m going to map out a few needs that many neurodivergent folks have at differing levels, while also describing to you why the need exists and some suggestions on how to support them.
1. The Need for Predictability
Why is this need important for many? Because some people have:
- Difficulty with unexpected changes and/or transitions
- Anxiety around uncertainty
- Executive functioning challenges
- Needing preparation time
Possible workplace supports and adjustments could include:
- Clear expectations
- Meeting agendas given in advance
- Written instructions provided
- Advance notice of changes
- Consistent scheduling in the same location / application
- Transparent decision-making
2. The Need to Manage Attention
This is important because many folks have traits and challenges such as:
- Distractibility
- Hyperfocus on interests and tasks
- Difficulty task-switching
- Interruptions reducing their productivity
- Variable levels of energy and capacity throughout the day
Possible workplace supports can include:
- Flexible scheduling
- Focus time without meetings
- Quiet workspaces
- Permission to use earbuds, headphones, or sensory items for fidgeting
- Asynchronous communication
- Remote work options
- Blocking uninterrupted work periods
3. The Need for Sensory Regulation
Sensory sensitivities and sensory-seeking patterns mean some workers deal with:
- Noise sensitivity
- Bright lighting dysregulation
- Visual clutter frustration
- Crowded workspaces causing stress
- Temperature sensitivity
To accommodate these folks, consider implementing:
- Quiet rooms or preferred work seating
- Adjustable lighting
- Remote work options
- Private offices
- Again, permission to use earbuds, headphones, or sensory items for fidgeting
- Allowing hats on indoors
- Flexible seating
4. The Need for Movement
Workers who have to move their body intermittently to regulate and pay attention might deal with:
- Restlessness
- Fidgeting
- Difficulties, or even pain, sitting still
- Improved concentration during or after movement
Adjustments and accommodations for them could be:
- Walking meetings
- Standing desks
- Movement breaks
- Flexible seating
- Permission to fidget using items at desk or meetings
5. The Need for Clear Communication
Folks who prefer direct communication might experience:
- Difficulty interpreting implied expectations
- Literal communication style and preference
- Missing unwritten social rules
- Preference for direct feedback
These people may need to be supported by:
- Explicit expectations
- Written follow-up provided after meetings
- Descriptive feedback about their performance
- Clarifying questions to be encouraged
- Reduced reliance on office politics
6. The Need to Manage Energy (and Time)
Neurodivergent workers often can face:
- Burnout
- Masking fatigue
- Social exhaustion
- Cognitive fatigue
- Time blindness
- Fluctuating capacity
Possible workplace accommodations include:
- Remote work options
- Flexible hours
- Recovery breaks
- Reduced unnecessary meetings / optional attendance
- Choice over collaborative versus independent work
7. The Need for Psychological Safety
Many employees can experience:
- Fear of disclosure or judgmental feedback
- Fear of making mistakes
- Masking and social camouflaging burnout
- Anxiety around asking for accommodations
- Previous workplace trauma
These folks can benefit from:
- Supportive, compassionate managers
- Collaborative problem-solving
- Non-punitive feedback
- Inclusive and receptive leadership
- Genuine curiosity about employee needs!
Taking a step back and looking at all of these support suggestions, we can start to notice that very few of them are uniquely ADHD or Autism accommodations. They are simple adjustments that instead actually improve clarity and communication, reduce avoidable stress, improve and maintain attention and energy, center worker autonomy with collaboration in mind, and invite curiosity into the workforce instead of fear that further disables workers from advocating for themselves.
Perhaps this is why so many organizations discovered during the pandemic that flexible work arrangements benefited not only disabled employees, but their entire team. We don’t want poor leadership, ableist policies, and archaic workplace systems and expectations to unfairly impact some of our employees. At Humane Praxis, this is the perspective I bring to workplace consultation. I don’t simply ask leadership to consider how to accommodate a few of their workers – I invite them on a journey that is collaborative, proactive, and utilizes many of the aforementioned accommodations within our work together.