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Empowering Neurodiverse Talent in The Workplace: An Interview with Differing Minds’ CEO Jess Meredith

Neurodiversity should now be at the centre of employers’ efforts to create a supportive and inclusive workplace for workers with neurological differences.

Neurodiversity should now be at the centre of employers’ efforts to create a supportive and inclusive workplace for workers with neurological differences, such as ADHD (Attention Deficit Hyperactivity Disorder), autism, developmental speech disorders, dyslexia, dyspraxia, Tourette syndrome and, increasingly, mental health conditions.

Elyse Hodges, Associate Director of Housing for Adecco UK, is a staunch advocate for neurodiverse talent. She has first-hand experience recruiting neurodiverse candidates, as well as ensuring the workplace is conducive to helping all employees thrive. Her own journey of neuro-inclusive education and training led her to find and support Differing Minds.

Differing Minds is a social enterprise that aims to make organisations, schools and the world neuro- inclusive. Powered by the lived experience of neurodivergent people, the enterprise’s CEO, Jess Meredith, is a proud ADHDer and parent of neurodiverse children. She uses the power of storytelling to engage audiences and deliver unforgettable talks about neurodiversity.

Focused on reframing the narrative around neurodiversity and taking a strengths-based approach, Jess recently sat down with the Adecco team to discuss what can be done (and is already effective) to encourage more inclusive workplaces and help all talent bring their true and full selves to work.

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The conversation below is between Elyse Hodgess and Jess Meredith.

Elyse Hodgess: Jess, it’s great to catch up with you on a topic that is important to us both. To start off, could you please explain why you knew this topic was critical to address?

Jess Meredith: Only 16% of autistic people are in full time employment, the lowest employment rate of all disability groups. Yet autistic and neurodivergent people offer as much, if not more, value to organisations due to their spiky profiles. So there’s a huge opportunity for organisations to benefit from this untapped pool of talent, and simultaneously improve the lives of neurodivergent people. It’s a win-win.

Elyse Hodgess: I couldn’t agree more. I have managed neurodiverse teams for many years, and have been fortunate enough to witness first-hand how a company can benefit from this.
What would you say the current ‘now’ picture looks like in most workplaces? Are companies actively supporting neurodiverse talent?

Jess Meredith: It’s incredibly varied. We have a long way to go to be in a world where neurodivergent people can thrive in all organisations and in society. But there are pockets where it’s working really well, and companies are investing in neurodiversity.

Often organisations try to focus on hiring more neurodivergent people. While this is a positive step, unfortunately, it can sometimes be done before companies are set up to support neurodivergent people. This can be counterproductive. It can mean people can’t perform at their best, potentially suffer burnout, and then leave.

Focusing on neurodivergent people currently in your organisation is a great first step. There are neurodivergent people in all organisations, and if support and neurodiversity awareness don’t exist, it leaves these people struggling.

Clearly, making strides towards neuroinclusive recruitment and creating a neuroinclusive workplace simultaneously is the best approach for maximum impact.

Elyse Hodgess: Thinking about company policies, what could this look like? Why do you think that neurodiversity should be explicitly considered by companies in their D&I policies and business approach?

Jess Meredith: 1 in 5 people are neurodivergent, so if organisations don’t consider neurodiversity in their D&I and business approach, then a huge proportion of the workforce is currently not being supported. Not only are organisations then failing their people, but they also aren’t using neurodiversity to their advantage.

When embraced, neurodiversity can be a competitive advantage. And we are yet to see many organisations take full advantage of that.

Neurodivergent people think differently. They have unique perspectives and experiences, and often highly specialised skill-sets. In addition, they often excel at creativity and innovation, critical thinking, and can see patterns that others might miss. This is critical for organisations to thrive.

For hiring managers, HR teams and D&I leaders who want to strengthen their understanding of neurological differences and the adjustments that can be made to support their existing teams and future talent, please download our Navigating Neurodiversity report.

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Our Guide for Employers: Navigating Neurodiversity

  • Learn what HR Professionals, DE&I Specialists, Engagement Managers, CEOs and Disability Champions should know about neurodiversity in order to create a truly inclusive team culture.

Download your free copy today

Elyse Hodgess: Organisations can’t afford not to embrace everybody as their whole self, because they will lose this great talent, and the business will suffer.

We know that currently there are many employers who haven’t looked specifically at neurodiversity training or policies to date. For businesses that may be just starting their journey to being more supportive of neurodiverse talent, what steps can employers take to be more inclusive and supportive of their employees?

Are there things they can do to hire neurodiverse talent, but also ensure every employee has the tools they need to succeed?

Jess Meredith: Opening up the conversation about neurodiversity is a really simple and effective first step. Often neurodivergent employees are afraid to disclose their neurodivergence, but when we run talks in organisations, people open up because they feel comfortable and realise their neurodivergence, and its traits, are being valued. This should be done using a strengths-based approach, which often requires people to reframe their thinking about neurodiversity to a positive position.

Encourage all employees to learn about neurodiversity. Often organisations will start by forming a network, and whilst useful, this often just means neurodivergent people end up supporting each other. And worst-case scenario, discussing the issues they face with a lack of support. By educating everyone in an organisation, you empower them to have open discussions with their teams, and this can have an immediate benefit.

Elyse Hodgess: I think that’s a great point. I’m a huge advocate for ‘just google it’, don’t sit around and wait for a training course at work that tells you what to do, or for a specific group to spearhead this topic. If someone tells you something about themselves, ask them more, but also take time to learn yourself. Go and do the research, as this also encourages an entire shift in company culture toward greater curiosity, engagement and support.

I’ve also found it beneficial to start from the word ‘go’. For example, during the hiring process, it is important not to just ask at the end of an interview, ‘Oh by the way, is there any support you might need?’ Weave it through the entire interview process and give people more than one opportunity to share their specific needs. You can ask questions about how they like to learn, what support they’ve found beneficial in the past, or if there are any adjustments that the company could make.

Everyone’s comfort levels are all different, and by opening up the conversation yourself as the hiring manager, it’s more likely candidates will feel supported to express their particular needs.

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