Articles

Every neurodivergent person is unique, so it’s essential to tailor remote work environments to individual needs instead of using a one-size-fits-all approach. Whether you’re neurodivergent or managing neurodivergent employees, the key is to ask what environment helps them perform best.

Recently, a tragic event unfolded where a man experiencing psychosis was shot and killed by police officers. Ironically, the man had reached out to the police himself, knowing he needed help. Unfortunately, this situation escalated into a fatal confrontation, shedding light on the gaps in training and understanding when it comes to handling mental health crises.

In the future-proof workplace, the principles of diversity, equity, inclusion, and belonging (DEIB) have become paramount. Yet, a critical aspect often overlooked is the intersection of neurodiversity and other identity categories such as age, ethnicity, gender, social class and sexual orientation. Understanding intersectionality — a concept coined by Kimberlé Williams Crenshaw — is vital for creating truly inclusive environments where every employee can thrive. As employers, acknowledging and addressing the unique experiences of neurodivergent individuals, especially those who belong to multiple marginalised groups, is essential for fostering an innovative, productive and resilient workplace.

In today’s society, the terms neurodivergent and neurodiverse are popping up more and more, which is a positive development. Yet, these terms are often used incorrectly, which can lead to confusion. Therefore, it is important to reflect on the exact meaning of these terms.

In an increasingly diverse labour market, neurodiversity is gaining importance. Employees with neurodivergent neurotypes, such as ADHD, autism, dyslexia, etc., often have what are called ‘spiky’ profiles: they excel in specific skills while facing more challenges in other areas. Companies that harness these particular skills will be well-positioned for success in the future.