Tammy Morris, leader of EY Canada’s Neurodiversity Centres of Excellence, says that employers can be hesitant to adapt their practices. 'Nobody wants to do the wrong thing, and we appreciate that.'Having been diagnosed with attention deficit disorder in childhood, Lauren Martin grew up knowing that her neurodiversity made her different, and it was especially difficult once she began her working life.
When Ms. Martin began in her current career, as a costumer for film and an instructor in a postsecondary theatre program, she never even considered letting her employers know about her challenges.Individuals who think differently due to neurological or developmental disorders such as autism spectrum disorder , ADHD or learning disabilities may be reluctant to disclose because they fear how it will impact their career opportunities.
After they are hired, workers are onboarded to a “buddy program” which matches the neurodiverse person with a worker who is a peer coach, says Ms. Volpe, and can act as a “sounding board” for the new worker. “A lot of organizations are hesitant,” she says. “Nobody wants to do the wrong thing, and we appreciate that.”
But accommodating neurodiversity can be fairly straightforward, she adds. Employers should ensure everyone in the workplace is familiar with the company’s neurodiversity policies, and an employee resource group for neurodiverse individuals and allies can also provide support. “We call it the autism advantage,” she says. That can mean everything from skills in creative problem solving to strengths in logical thinking to deep subject matter expertise. By being more welcoming and accommodating, companies can gain a competitive advantage while enabling neurodiverse people to excel in their careers.
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