The modern workplace was not designed with every kind of brain in mind, yet an estimated 15-20% of the population is neurodivergent.  This means one in five of your employees may be neurodivergent.  Neurodivergence is a non-medical term used to describe individuals who interact with the world and whose brains function and process information differently from those in the majority of the population.  Neurodivergence can be caused by a medical condition, such as Autism Spectrum Disorder (ASD), Attention-Deficit/Hyperactivity Disorder (ADHD), learning disabilities, and mental health conditions (such as OCD, bipolar disorder, and schizophrenia).  However, individuals may identify or be considered neurodiverse without having an underlying medical disability.  Studies show, however, that neurodivergent individuals are underemployed, and when they are employed, often do not disclose their conditions or request accommodations, and feel unsupported in the workplace. Historically, many employers overlooked the strengths of neurodivergent individuals, instead focusing on their differences or challenges in the workplace.  Over time, our society has become more accepting of neurodiversity in the workplace, recognizing the many strengths neurodivergent employees can bring to the workplace, such as seeing things from different perspectives, offering creative solutions, and high attention to detail. However, standard workplace practices, social norms, and hiring practices can create barriers to hiring and retaining these employees.  This blog post will address steps public agencies can take to create a more inclusive hiring environment and workplace for neurodivergent employees.

FEHA and the Interactive Process

The Fair Employment and Housing Act requires California employers to reasonably accommodate employees’ disabilities, which specifically includes mental disabilities.  Mental disabilities are broadly defined and include “any mental or psychological disorder or condition that limits a major life activity.”  The regulations provide as examples learning disabilities, autism spectrum disorder, and chronic or episodic conditions such as clinical depression, bipolar disorder, post-traumatic stress disorder, and obsessive compulsive disorder.  Under FEHA, upon an employee’s request or when the employer becomes aware of the need of an accommodation, the employer must engage in a good faith interactive process with the employee to provide reasonable accommodations.  Employers have an obligation to initiate the interactive process once they know or should know of the need for an accommodation.  Thus, it is important for employers to be aware of signs an employee might be neurodivergent and in need of an accommodation.

Types of accommodations for neurodivergent employees

This blog post addresses a variety of workplace areas that may present challenges for neurodivergent employees and offers suggested accommodations.  We emphasize that no two neurodivergent employees are identical, and that neurodiversity may arise from a wide range of mental health conditions, learning disabilities, and medical conditions – each with their own strengths and challenges.  These suggestions are intended as starting points for conversation, collaboration, and the interactive process.  Autism Spectrum Disorder (ASD), for example, is referred to as a “spectrum” because symptoms and their severity can vary significantly from person to person.

Environment and Sensory Accommodations

Some neurodivergent employees may be more sensitive to sensory stimuli, which can impact concentration and productivity.  Potential accommodations may include:

·         Providing noise cancelling headphones;

·         Offering quieter workspaces, alternative work locations, or quiet break spaces;

·         Softer lighting and adjusting lighting where bright or flickering lights may be disruptive;

·         Modifying uniform or dress code requirements that create tactile or sensory challenges;

·         Allowing the use of fidget tools; and

·         Allowing flexible seating arrangements.

Communication Accommodations and Best Practices

Communication styles and preferences may vary among neurodivergent employees. Employers may wish to consider:

·         Using clear and direct communications;

·         Limiting sarcasm, euphemisms, or ambiguous instructions;

·         Providing written instructions or follow-up communications in addition to verbal discussions; and

·         Allowing alternative communication methods, such as email or messaging platforms, where appropriate.

Task Management, Organization, and Technology Accommodations

Certain organizational tools and workplace technologies may assist neurodivergent employees in managing assignments and workflow. Potential accommodations include:

·         Breaking larger projects into smaller, manageable tasks;

·         Providing detailed step-by-step instructions or checklists;

·         Using task-tracking or project management applications; and

·         Allowing assistive technology, such as dictation or voice-to-text software.

Schedule and Break Accommodations

Flexibility in scheduling may help some neurodivergent employees maintain focus and productivity. Potential accommodations may include:

·         Modified break schedules, including shorter and more frequent movement breaks;

·         Flexible work hours or modified schedules; and

·         Telework or hybrid-work arrangements, where feasible.

Communicating Change and Transitions

Some neurodivergent employees may experience difficulty with unexpected changes or transitions. Advance communication regarding schedule disruptions or changes in routine may help employees prepare and adapt more effectively. Examples may include advance notice of:

·         Fire drills;

·         Work-related travel;

·         Changes in reporting structure or job duties; and

·         Holiday events, office closures, or special workplace events.

Changes to Workplace Culture and Hiring Practices

In addition to providing accommodations for individual employees, public agencies can also explore broader workplace practices and organizational culture to make their agencies more accessible and welcoming to neurodivergent individuals.

·         Traditional one-on-one interviews may present challenges for some neurodivergent applicants, including individuals with ASD or ADHD, who may struggle with maintaining eye contact, remaining still, or processing questions in high-pressure settings.  Exploring alternative hiring methods – such as skills-based assessments, work simulations, or group activities – may allow candidates to demonstrate their qualifications more effectively.

·         Providing trainings on neurodiversity, workplace sensitivity, and respectful communications can help foster a more inclusive workplace culture.

·         Employers should clearly communicate workplace expectations, norms, and etiquette, rather than assuming employees intuitively understand unwritten social rules or workplace customs.

·         Supervisors and coworkers should avoid stigmatizing labels or assumptions about employees who communicate or interact differently. Creating a respectful and supportive environment includes learning employees’ communication styles, preferences, and workplace needs.

Public agencies benefit from recruiting and retaining talented employees with a wide range of perspectives, experiences, and ways of thinking.  Neurodivergent employees often bring valuable skills, creativity, innovation, and attention to detail to the workplace.  By fostering inclusive workplace practices and considering a spectrum of accommodations, agencies can better support  neurodivergent employees and help them succeed.  Ultimately, creating a more accessible workplace benefits not only neurodivergent employees, but the workforce as a whole.