Why Manufacturers Should Build Neuroinclusive Workplaces

By Gregg Wartgow, Special to the Association of Equipment Manufacturers (AEM) --

While many organizations have developed strategies to build more diverse teams and inclusive work environments, significant gaps often exist - often without even realizing it.

This is often the case with the neurodivergent worker, which means their brain functions differently than what society has deemed typical. But the thing is, neurologically speaking, there is no such thing as a typical brain. And according to advocates of neuroinclusive workplaces, that is something employers should embrace.

"We actually like to celebrate the fact that no two brains are ever alike," said Leslie Espinoza, executive director of the Colorado Neurodiversity Chamber of Commerce. "There is no right way of thinking, learning, processing, or behaving."

Neurodivergent people also bring a lot of unique strengths to the table that can be of great benefit to an organization, particularly a manufacturing company.

"It's very important to have precision, consistency, process adherence, problem solving, and reliable teams in a manufacturing environment," Espinoza said. "Many neurodivergent individuals already excel in these areas. Many also function well in fast-paced environments, and can make strong contributions when it comes to innovation and process improvements."

At the same time, neurodivergent individuals do possess certain characteristics that often necessitate a tailored approach to communication, learning, and social interaction. For manufacturers to begin building a more neuroinclusive working environment, Espinoza offered the following tips:

• Set clear priorities
• Establish clear deadlines
• Provide written expectations
• Limit context switching
• Provide flexibility (i.e. opportunity to take mental breaks)
• Don't hold everyone to same social standard (i.e. neurodivergents may not like group outings)

A number of strategies exist to help attract and retain the right people in the right roles, and AEM is here to help bring them to light through its Workforce Development Committee. Learn more.

Do You Already Employ Neurodivergents?

It is estimated that 20% of people are neurodivergent. However, most neurodivergent conditions are largely invisible.

"Our organization actually believes this number is much higher, since so many people have never been diagnosed," Espinoza pointed out.

Additionally, Espinoza said only half of those who have been diagnosed bother to disclose it to their employer, often driven by fear of how their employer may react.

Given this reality, it's likely that an organization employs neurodivergent people without even realizing it.

There are numerous neurodivergent conditions. Some of the more common include:

• ADHD
• Autism
• Dyslexia
• Ayspraxia
• OCD
• Anxiety
• Depression
• Dyscalculia
• Dysgraphia
• Brain injury
• Tourette's

Espinoza said it's not uncommon for a person to be diagnosed with more than one condition. Regardless, 30-40% end up unemployed. A big reason why is that many organizations don't make it easy for the neurodivergent to feel welcome.

"That's why our organization's mission is to work with employers and business leaders to start building awareness and implementing some change," Espinoza said.

Her message is straightforward. Neurodiverse teams can be up to 30% more productive. But an organization must create the conditions for that to happen.

"It's not always a matter of a neurodivergent employee being incapable of doing a job," Espinoza said. "It often has to do with the work environment and culture a company is creating. Does the culture allow a team to perform at its best level?"

Tips to Start Building Neuroinclusive Teams

While awareness of neurodiversity is rising, Espinoza said many stigmas and misconceptions persist. Thus, the first thing an organization must do is commit to recognizing and valuing different ways of thinking. When that happens, processes can be devised that enable neurodiverse workforces to thrive.

It all begins with building a more neurodiverse team in the first place. Espinoza offered the following tips.

Job postings. Any job ad can be inviting or uninviting. With neurodivergent job candidates, language is especially important due to the way these individuals tend to process information.

For example, neurodivergents tend to interpret job requirements literally and feel like they must check every box. Thus, Espinoza recommends avoiding unnecessarily long lists of requirements. Additionally, required qualifications and preferred qualifications should clearly be separated.

Avoid using overly complex language that can be confusing or intimidating. At the same time, avoid vague phrasing that lacks definition, such as "strong communication skills," as this can lead neurodivergent candidates to conclude that they lack certain qualifications.

Espinoza shared an example of how vague phrasing coupled with unnecessary job requirements can really be a turn off for neurodivergent candidates.

"We recently worked with an airport that had an open position for an aircraft mechanic," Espinoza related. "One thing that jumped out from the job description was that the person needed excellent communication skills. But the main job function was to fix airplanes, typically without ever having to talk to another person."

Organizations like the Colorado Neurodiversity Chamber of Commerce can assist companies in the development of their job descriptions and job postings, and other workplace processes. Espinoza said it may also be worthwhile to run a job posting through a generative AI tool like ChatGPT, Claude, or Google Gemini. Ask how you can make the posting more neuroinclusive. Better yet, if you already have neurodivergent individuals on your team, ask for their feedback.

Along with getting the language and job requirements right, Espinoza said recruiters can also explore alternative job posting formats.

"Neurodivergent people often process information differently, such as those with dyslexia," Espinoza said. "That individual may not be a strong reader, but may respond well to video, audio, or a slideshow."

Neuroinclusive job interviews. Panel interviews can cause sensory overload and fuel stress levels, making them ineffective for neurodivergent candidates. Unstructured interviews can also be ineffective due to their uncertainty and ambiguity. Unstructured interviews also tend to favor a candidate's personality and ability to quickly respond to off-the-cuff questions. But as Espinoza warns, basing a candidate assessment on "culture fit" rather than "skillset" often results in a bad hire.

"There are microwave thinkers out there, and there are crockpot thinkers," Espinoza said. "Crockpot thinkers need time to process information. But that doesn't mean they aren't smart, capable, and a good fit for a certain role. One type of thinker isn't better than the other. An ineffective interview process can inadvertently cut out the crockpot thinkers who could be good additions to a team."

Espinoza suggests giving candidates the interview questions beforehand. You might not ask all the questions, and you still might ask some follow-ups as an interview progresses. But giving a candidate time to prepare their thoughts can be a more effective way of being more neuroinclusive, while also allowing you to better evaluate a candidate's capabilities and potential.

Neuroinclusive onboarding. According to Espinoza, onboarding a neurodivergent employee often breaks down when performance expectations are unclear, success metrics are vague, feedback is inconsistent, support is reactive as opposed to proactive, training is inconsistent across supervisors, and there is an overall lack of documented processes.

When organizations get those things right, and neurodivergent employees feel valued and supported, Espinoza said they are far more likely to stay with an employer longer. And they're not just sticking around to punch a clock. They have a strong desire to make meaningful contributions to their teams.

"Neuroinclusion is not about lowering standards," Espinoza said. "Neuroinclusion is about aligning strengths with roles, and creating environments where all people can produce their best work."

For neurodivergent employees, the ideal work environment looks like the following:

• flexible work arrangements
• sensory-aware environments, i.e. hearing protection, quieter break spaces
• clear communication, SOPs, and task expectations
• predictable workflows
• multiple ways for neurodivergent employees to contribute

Another hallmark of an effective neuroinclusive work environment is a leadership team that's fully committed. That includes managers and supervisors who must be trained to provide a consistent neuroinclusive experience for all employees.

"Neuroinclusion is really about organizations moving from a posture of accommodation to one of optimization," Espinoza said.

Want to invest in your team, expand your network, and keep workforce issues at the top of your agenda? Visit AEM's Workforce Solutions page or email Senior Vice President of People Strategy Julie Davis at [email protected].