One in seven people are neurodivergent: from recruiting to training, how to include and enhance them in the company

It is estimated that about one in seven people present a form of neurodiversity: this condition can take on different nuances, in thinking and behaviour, characterising each individual by different strengths and weaknesses. Just as plants need the right soil to grow, human beings need a social and professional environment that does not stigmatise but, on the contrary, is able to value differences and uniqueness. An inclusive corporate culture towards neurodivergence is a further step towards an intersectional approach to diversity, able to offer new points of view, ideas and skills in the workplace, but also to generate social impact.

The main challenge for companies and society today is awareness. We are brought up, as early as school, with the idea that paying attention means sitting for hours listening to a lecture, and this is how we develop beliefs that we carry with us into adulthood at work: from the assumption that a meeting is only effective if you look each other in the eye, to taking it for granted that everyone is comfortable in a crowded open space.

In order to make the professional environment more and more inclusive, it is crucial that awareness runs through the entire corporate fabric, including and, first and foremost, the neurodivergent people: it is they, in fact, who may be the first to encounter difficulties in adapting to situations or performing certain tasks in the workplace. Leaders and managers need to have clear ideas about what their organisation needs to improve processes or office design in an inclusive way; they need to be able, however, to relate to neurodivergence in a constructive way, offering balanced feedback, without wanting to protect or categorise those with neurodiversity. This attitude should be shared by everyone in the work teams, without being afraid to show their vulnerabilities and valuing their strengths.

Thinking or experiencing emotions differently is always an added value. The neurodivergence condition may reflect a strong problem-solving ability, the ability to concentrate even under pressure, or the ability to plan. Specifically, dyslexic individuals may demonstrate a remarkable verbal ability and creative mindset, capable of solving knotty subjects. In other cases, autism may be accompanied by attention to detail and the ability to think logically. Attention Deficit Hyperactivity Disorder (ADHD), leads to approaching planning as a challenge and, at the same time, with a lot of concentration. It is, therefore, important for management and team members to be aware of these aspects and to focus on each other's talents.

Making the talent search process inclusive is a challenge for organisations as much as for individuals. One must, for example, consider the location where the interview takes place: a noisy or highly sensory environment can make it very difficult to concentrate. For many people, it is important during the interview phase to know clearly all the steps of the selection process and what will happen afterwards: it is, therefore, preferable to provide as much information as possible and to make explicit what will happen in the following phases, in order to reduce uncertainty. Those who do not wish to declare their neurodiversity during the interview, out of confidentiality or fear of stigma or, perhaps, even because they are not directly aware of it, should also be borne in mind: if a company demonstrates from the interview onwards that it is inclusive, it will be easier for neurodivergent individuals to open up about what they need and to be comfortable from the initial stages.