Inclusion in the Workforce
By Serena Shim
Creating a diverse workforce is an important mission for all employers. More companies like SAP, Microsoft, Ford, and EY are now hiring neurodiverse talent which is resulting in a range of more inclusive policies, programs, and procedures. The neurodiverse population refers to individuals with disorders such as autism spectrum disorder (ASD), attention deficit hyperactivity disorder, and dyslexia. Individuals with ASD are among the 15-20% of people who are neurodivergent. When people read about autism spectrum disorder, they usually think of challenges people with ASD face, such as having a hard time with social interactions or difficulty communicating. Although these are some of the impairments individuals with ASD may have, they are also skilled in a variety of tasks that are needed in the workplace, such as problem solving and pattern recognition. Since neurodiverse people think differently from “neurotypical” people, they can also bring new perspectives to a company. Nonetheless, the neurodiverse population is underemployed. Unemployment can be as high as 80%, including individuals with more severe disorders.
In order to hire individuals from the neurodiverse population, companies need to reform their recruitment, selection, and career development policies. Hiring people with disabilities isn’t enough, though. Companies also need to make sure they accommodate the neurodiverse population by removing physical barriers and using assistive technology, which is manageable and leads to great potential in the long run. This can be anywhere from headphones to prevent auditory stimulation to putting braille on the buttons of a microwave. According to the Department of Labor Statistics, most workplace accommodations cost less than $500. But this is only the beginning. We need to advocate for inclusive workplace culture, starting from senior leadership making a commitment to hire people with disabilities.
When a leader in a company is open about disability, this will send a message to the entire organization that individuals with disabilities are valued. It will also relay the message to employees who face trauma or disabilities during their career that they will be supported in order to be successful. Fostering an environment and culture in which employees feel comfortable enough to ask for accommodations is so important. Including the word “disability” in the diversity statement and in any job descriptions that focus on recruitment from marginalized communities can help grow that culture.
Companies should also form more relationships with government or nonprofit organizations that are committed to helping people with disabilities get jobs. For example, SAP has worked with Pennsylvania’s Office of Vocational Rehabilitation and the Arc to hire more neurodiverse talent. These nonprofit organizations help companies find candidates from lists of neurodiverse people seeking employment and help with public funding for the training. They give other ongoing support needed to ensure that neurodiverse employees will succeed as well. Companies should additionally train other employees what to expect from their new colleagues. This includes understanding that the behaviors of a neurodiverse person will be different from the common qualifications of a “good” employee, especially characteristics like communication skills, emotional intelligence, and being a team player. This will familiarize employees in supporting their coworkers and even create important work relationships.
These are just some inclusion strategies that companies can implement, but there is so much more to do and of which to be aware. We should keep in mind how we can support individuals with disabilities and how we can promote a more inclusive and accessible society, even on our campus. Check out the documentary, Crip Camp, on Netflix to learn more about disability activism in the 1970s.
