In a world increasingly focused on diversity and inclusion, one area that is gaining critical attention is neurodiversity. Neurodiversity refers to the natural variation in human brains and cognitive function. It’s a broad term that includes conditions like autism spectrum disorder (ASD), ADHD, dyslexia, and dyspraxia. Unlike mental health conditions, which can fluctuate, neurodiversity represents lifelong differences in how people think, learn, and process information.

In partnership with The Talent Exchange, we recently ran a webinar on just this topic.  With an estimated 20% of the global population considered to be neurodivergent and 12% of Australians having a diagnosed and disclosed condition, understanding and supporting your neurodivergent employees is not just an ethical consideration—it’s essential for maximising performance and fostering a positive work environment.

Recognise the Signs

A key part of effective management is understanding and recognising when a neurodivergent employee may be struggling.  Identifying when a neurodiverse employee may be affected in the workplace often requires sensitivity and observation. While every individual is different, some common signs may indicate they are feeling unsupported or overwhelmed. These can be grouped into a few key areas:

• Behavioural changes: Look for increased withdrawal, a sudden drop in performance, increased rigidity, or signs of burnout like fatigue and anxiety.
• Communication shifts: Notice if an employee reduces their participation in verbal or written communication, or if there are more frequent miscommunications and misunderstandings.
• Environmental stress: Be aware of a team member’s sensitivity to noise, light, or open office plans. They may also struggle with unexpected changes to their schedule or routine.
• Social dynamics: Misinterpretation of tone or body language can lead to conflict with colleagues. You might also notice an employee being excluded from informal social events.

It’s crucial to remember that these signs don’t automatically mean someone is struggling due to neurodivergence, but they should prompt a compassionate check-in. The goal is to respond with empathy, not discipline.

Creating a Supportive Environment

So, what can leaders do? The key is to focus on creating a flexible, inclusive, and communicative workplace. While you are not expected to be a psychiatrist, you can provide support and accommodations that allow your team to thrive.

If there are specific concerns relating to a neurodivergent team member, consider this step-by-step approach:

1. Be Supportive: Understand your role is to support your team, not diagnose them. If you notice an issue, focus the conversation on the specific work-related behaviour you’ve observed, not on a suspected condition.
2. Determine How You Can Help: Identify what resources your business can offer, such as an Employee Assistance Program (EAP) or flexible leave options.
3. Prepare for the Conversation: Choose a private, comfortable space and time to talk. Be clear about the specific issues* you’ve noticed and plan how you will raise them in a supportive manner.

*Examples of issues can include concerns relating to: work performance, behaviour in the workplace, increase in conflict or frustration, increased absenteeism or presenteeism, and/or a concerns for employee’s wellbeing.

4. Discuss the Situation: Keep the conversation focused on work. Ask open-ended questions and listen without judgment. Offer available resources and follow up later to see how the employee is doing.

There’s a lot that organisations can do at a broader company-wide level, to create an environment where all employees can thrive and work to their full potential:

• Climate / Culture Surveys to understand what your people need to perform at their best
• adjusting policies and procedures to support diversity
• employee training and development to better understand neurodiversity

…are just a few!

Neurodivergent individuals may have different needs, but with the right support, they can be incredibly productive and valuable members of a team. By creating a culture that accommodates different ways of working, you not only support your team but also foster a more innovative and resilient team.

Nick Hedges is the founder of Resolve HR, a Sydney-based HR consultancy specialising in providing workplace advice to managers and business owners. He recently published his first book, “Exiting underperforming Team Members – The Inside Scoop”. It is a practical response to the most pressing HR challenges, which can be found at https://resolvehr.com.au/.

Disclaimer: The contents written do not constitute legal advice and do not cater for individual circumstances.   The information contained herein is not intended to be a substitute for legal advice and should not be relied upon as such.