Invisible Diversity in

the Workplace: Capabilities, Challenges, and

Strategies

Summer 2018

Thispaper,“InvisibleDiversity”intheWorkplace:Capabilities,Challenges,andStrategies,isasummaryandguideforemployersinterestedinpromotinganemergingapproachtodiversityandtransformingtheworkplacetosupportallindividuals,includingneurodiversepeopleandthosewithmentalhealthconditions.Neurodiverseindividuals–includingpeoplewithautism,dyslexia,ADHD,andotherconditions–andpeoplewithmentalhealthconditionsconstitutealargelyuntappedpoolof“cognitivelydiverse”talent,capabilities,andperspectives.Employersthatrecruit,hire,andenabletheseindividualscanachieveimportantadvantages.Yetmostorganizationscontinuetooverlookthisopportunity.

Thankfully,attitudestowardso-called“invisiblediversity,”orcognitivediversity,arebeginningtochange.Someofthemostwell-knownandrespectedcompaniesintheworld,suchasMicrosoft,J.P.Morgan,EY,andSAP,havelaunchedneurodiversityprogramsthatarealreadydeliveringbenefits.Otheremployershavefocusedonfosteringdiversityforbothmentalandphysicalconditions,includingsupportforthosewithmentalhealthchallenges.PioneeringresearchonworkplaceneurodiversityhasbeenpublishedinHarvardBusinessReviewandotherpublications.Sucheffortswillonlybecomemorerelevant,ascognitivelydiverseemployeesbringindividualskillsandcapabilities,aswellasinnovativethinkingandtechnicalskillsthatareincreasinglyimportantintoday’seconomy.

Advancesinemployerunderstandingofwhat“diversity”canencompassprovidesmomentumformoreemployerstolaunchtheirown,tailored,solutions.Demographicdiversityremainsacrucialareaoffocusandshouldcontinuetobeatoppriorityforemployers.However,currentlythevastmajorityoforganizationshavenotyetaccountedforcognitivediversityandmentalhealthintheirworkplaceprocessesandpolicies.Asaresult,traditionalhiringandmanagementpracticesmayincludehiddenbarriersthateffectivelykeepadiversesetoftalentedorskilledpeopleoutofpositionsorworkplaceswheretheymightthrive.However,thoughtfulapproachescanovercomethesebarriersanddeliverbenefitsfororganizationsandemployees.

OneMindatWorkhasdevelopedthispaperasaprimer,startingpoint,andresourceforcompaniesastheyconsider“invisiblediversity,”aswellasworkplacementalhealthmorebroadly.Itprovidesasummaryofthecurrentlandscape,ananalysisoftheuniquecapabilitiesandbarriersrelatedtocognitivelydiversepeople,casestudiesofsuccessfulprograms,andaseriesofrecommendationsforeffectiveefforts.

Wehopethatthispaperwillsparktheconversationsthatleademployerstorecruit,integrate,andsupporteveryindividualwiththepotentialtobeanoutstandingteammemberandemployee–achievingimportantbenefitsfororganizations,individuals,andsocietyoverall.

Signed:

GarenStaglinFounderOneMind atWork

A New Approach to Diversity

Newapproachesconsiderhowtointegrateabroadrangeofpeoplewithdifferencesinhowtheythink,actandaremotivated,includingneuro-atypicalindividualswhodisplayvariancesinbrainfunctionandbehavioraltraitsthroughautismspectrumdisorder,dyslexia,ADHD,andotherneurodevelopmentalconditions.Thereisgrowingevidenceoftheuniquecapabilitiesandworkforcepotentialofneurodiversity,particularlyintoday’sinnovation-focusedeconomy,butmanyindividualswithneurodevelopmentalconditionsareunemployedorunderemployed.

Peoplewithmentalhealthconditionsfacemanysimilarbarriersintheworkplace.Thoughtheseindividualscansucceedwithappropriateworkstrategies,supportiveenvironmentsandemployerbacking–andmanyarealreadydoingso–themajorityfacestigma,challengingworkplacecultures,andlimitedaccesstoservicesthatsupporttheirsuccess.Thesefactorscanundermineproductivity,disruptcareers,andevenleadtounemployment.Mentalhealthconditionshavegenerallybeendiscussedseparatelyfromneurodiversity,butbothgroupsfacesimilarchallengesandcanbenefitfromanemployerfocusontheinvisibletraitsofdiversity.

Neurodiverseindividualsandthosewithmentalhealthconditionsarepartofaworkforcewithcognitivediversitythat,withactiveengagementfromemployers,canexcelintheworkforce,providinguniqueskillsandindividualcapabilities.Employershavetheopportunitytoreachuntappedpotentialandtorealizetherelatedadvantagesofaworkforcethatisphysicallyandmentallydiverse.

Major employers, business

experts, and researchers are

recognizing a powerful new

source of competitive advantage:

“invisible diversity” in the

workplace.

WhatisCognitiveDiversity?

Cognitivediversityisabroadtermtorefertodifferencesinthewaypeoplethink,act,andaremotivated.Intheworkplace,thisincludesfactorsthatwouldcauseindividualstoproblem-solvedifferentlyandhowpeopleapproachintellectualprocessing.

WhatisNeurodiversity?

Neurodiversityincludesawidevarietyofneurodevelopmentalconditionsthataffectasignificantshareofthepopulation.IntheU.S.,thereareroughly13millionindividualswithADHD(approximately4%ofthepopulation),3.5millionwithautismspectrumdisorder,and2.9millionwithdyslexia.,Further,asignificantportionofthepopulationmaybeconsidered“neurodivergent,”meaningthattheypossesstraitsandcapabilitiesassociatedwithspecificneurologicalvariances.

Whatarementalhealthconditions?

• Mentalhealthisrelatedtothewaysthatpeoplethinkandfeel,ortheirperceptions,socialinteractions,ormood.Oneinfivepeopleexperienceamentalhealthconditionthatimpactstheirdailylivesincludingtheabilitytoperformwellatwork,regardlessofgender,age,race/ethnicity,occupation,orindustry.Commonconditionsincludedepression,anxietyoreatingdisorders,andanindividualmaybelivingwithasingularconditionoracomplexcombinationofmentalhealthconditions.

Invisible Diversity and Work

Cognitivelydiversepeoplemayfacechallengesinunemploymentorunderemployment,eventhoughtheymayhaveindividualskillsorabove-averagecapabilitiesinarangeofareas.

Whilemanyneurodiversepeopleandpeoplewithmentalhealthconditionsarecollege-educatedandhighlyproficientinvariousfields,traditionalhiringprocessesandworkplacearrangementsmaypresentsignificantobstaclesthatkeepthemfromfindingappropriatepositions

andsucceedingatwork.Forexample,only16%ofpeoplewithautismhavefull-time,paidemployment,and51%ofthisgroupsaytheirskillsarehigherthantheirjobrequires.iExpertsestimatethatunemploymentrateforpeoplereceivingpublicmentalhealthservices(7.1millionpeopleintheU.S.)isapproximately80%.ii

However,leadingorganizationsarebeginningtoengagewithcognitivelydiversepeople,recognizingthatthistypeofdiversitycandelivercompetitiveadvantageanddriveinnovation.Foremployers,itrequiresdevelopingandimplementingstrategiestoovercomethebarriersthatcurrentlykeepsomeindividualsoutoftheworkforce.

The Unique Capabilities of

Invisible Diversity

Everypersonpossessesuniqueandindividualtraits,skillsandcapabilities,buttheymaybeobscured,misunderstoodorunderutilizedduetoaconditionordisability.Theseattributescanfillskillsgaps,driveinnovation,andidentifyoverlookedopportunities.Theprocessofimplementinganeurodiversityprogramandworkplacementalhealthsupportcanalsodeliverother,wide-rangingbenefits,suchasfosteringacultureofinclusionandstrengtheningjobloyalty.

Boosting Capabilities, Productivity, and Efficiency

Manycognitivelydiverseconditionsarestronglyassociatedwithnegativesymptomsorimpacts,butresearchhasdemonstratedthatitcanalsobeassociatedwithapropensitytopossessuniqueskillsandabilitiesthatenablesuperiorperformanceandproductivityinkeyroles:

• Autisticindividualsandpeople

withlanguage-basedlearning

disabilitiesoftenhavestrongskillsin

mathematics,patternrecognition,

creativity,andotherareas.Inonestudy,roughly30%ofautisticpeoplewerefoundtohaveanexceptionalcognitiveskillorasavantskillinareaslikemathematicsandmemory.iii

Employeeswithdyslexiaoftenperformwellattasksthatrelyonvisualthinking,patternrecognition,andcomplexreasoning.iv

• ADHDandmooddisorderslike

bi-polardisorderandmajor

depressionhaveastrongcorrelation

tocreativity.Studiesdatingbacktothe

1970sthroughtothepresenthavesupportedapredispositionamongpeoplewithsomementalhealthconditionsforcreativity,includinginvisualandliteraryarts.vThosewithADHDoftenhavegreatercreativityandproblem-solvingabilities.vi

• Expertssuggestanxietycan

equipindividualstobebetterleaders.

Anxietydisordersincludepanicdisorder,post-traumaticstressdisorder(PTSD),orsocialanxietydisorder(SAD),andagrowingamountofresearchsuggestthatindividualswiththeseconditionsperformaswell,ifnotbetter,thantheirpeersatgrouptasksandmaybemorecapableofevaluatingsituationsfor

threatsandpossibleoutcomes.viiviii

• Neurodiverseindividualsmay

recognizedetailstheirpeersmiss.Thiscanhelptoreduceerrorsinareaswherequalitycontrolisessential,suchascodingandsoftwaredevelopment.ixForexample,aneurodiverseteamatSAPdevelopedatechnicalfixthatdelivered$40millioninsavings.xInastudyofmorethan50Australianemployers,workerswithautismdisplayedsuperiorratesofattentiontodetail.xi

• Cognitivediversityinthe

workplacehasbeenproventodeliver

directbusinessbenefits.AccordingtoEY’sheadofrecruitingfortheMiddleEastandNorthAfrica,someemployeeswithdyslexia,dyspraxia,andAsperger’ssyndromerankinthetop2%incertainskillsandbusinessareas,suchasattentiontodetailfortheassurancebusinessortechnicalskillsforITwork.xii

WhenJ.P.Morganhiredworkerswithautism,itfoundthattheywere50%moreproductiveandlearnedfasterthanneurotypicalemployees.xiii

Cognitive diversity can provide unique

capabilities and perspectives, including skills

that are increasingly important in today’s knowledge-based economy.

Promoting Innovation and Inclusion

Inadditiontometricslikeproductivityandefficiency,cognitivediversitycanhelpprovide“softer”workplacebenefits,suchascreativity,problem-solving,andculturalgains:

• Cognitivelydiversepeoplehaveunique

perspectivesthatcanfosterinnovation.Ininterviewsatalargeprivate-sectoremployerandpublic-sectoremployerintheUK,managersandworkerssaidthatneurodiverseemployeeswerealsomorelikelytochallengeacceptedworkplacepractices,whichcouldleadtounexpectedsolutionsandimprovements.xiv

Someindividualswithmentalhealthconditionsreportthatmanagingtheirconditionintheworkplacehashelpedtodeveloptheirempathyandcreativity–givingthemvaluableprofessionalskills.xv

• Promotingcognitivediversitycan

createculturalbenefitssuchasjobloyalty,

inclusivity,andimprovedmanagement.

Neurodiverseemployeesandthosewithmentalhealthconditionsmaybemorededicatedtotheirjobandemployerbecausemanyhavepreviouslystruggledtofindapositionandrecognizethevalueofsupportiveenvironments.Co-workersofneurodiversepeoplealsosaythattheirpresenceintheworkplacepromotesacultureofinclusion.xviManagersnotethatsupervisingneurodiverseemployeesalsoimprovestheirabilitytoworkwithneurotypicalpeople,astheylearnhowtobetterleverageindividuals’uniquetalents.xvii

Therearemultiplebarriersthatcanpreventcognitivelydiverseindividualsfromachievingtheirfullpotentialintheworkforce.Traditionalrecruiting,hiring,andworkplacepracticesoftenincludehiddenbarriersthatpreventsuccessfullyfindingandholdingjobs.Duetolowawarenessandmisunderstandingofmanyconditions,employersmaynotbeadequatelyattractingandretainingcognitivelydiversetalent.

Misperception and

stigma are at the core

of many of the

challenges facing workers.

MisperceptionsandStigma

Thesefactorsunderminethecommunicationandflexibilityneededtosupportcognitivediversityalongsidephysicaldiversity:

• Negativeperceptionscanprevent

companyleaders,hiringmanagers,andco-

workersfromunderstandingthevalueof

diversityofthiskind.Engagingtalentthathas“invisiblediversity”oftenrequiresaproactiveapproachfromemployers.Therefore,simplyleavingestablishedprocessesinplacemeanscontinuedbarriers.Diversityofalldescriptionsismorelikelytosucceedwiththesupportoftheirco-workersandmanagers.

• Fearofstigmacanalsostop

neurodiverseindividualsandthosewith

mentalhealthconditionsfromdisclosing

theirconditionandaccessingimportant

accommodations.InastudyoftechemployeeswithADHDandautism,halfchosenottodisclosetheirconditionbecausetheyfearedjudgmentanddiscrimination.xviiiInfact,someworkerswithautismsaythattheystoppeddisclosingafternegativeexperiences.xixDisclosureofmentalhealthconditionstoemployerscanbestressfulandresultinseriousrepercussions,andeventermination.Asaresult,individualsmaystruggletoaccesstheaccommodationstheyneed,withnegativeeffectsfortheemployeeandtheiremployer.

ChallengesinTraditionalEmployer

ProcessesandWorkplaces

Traditionalprocesses,roles,andworkplaceenvironmentscangenerateunintendedchallengestocognitivediversity:

• Traditionalhiringpracticescanbea

barriertoemployment.Forexample,peoplewithautismwillstrugglewiththeinterpersonalinteractionthatisthebasisofatraditionalinterview.xxThosewithdyslexiawillstrugglewithtext-basedelementsofajobapplication,suchaspsychometrictesting.Becauseofthesebarriers,employers’hiringpracticescanunintentionallyexcludehiringdiversity.

• Inflexiblerolesandrequirementscan

reduceproductivityandjobsatisfaction.

Forexample,peoplewithpost-traumaticstressdisordermaystrugglewithloudordistractingworkplacesettings.Peoplewithotherconditionsmaybenefitfromflexiblebreakstoaccommodateneedsforrest,medication,ortherapyappointments.Appropriateaccommodationscantypicallyaddressthesechallenges–butthisrequirestoleranceformoreflexibleroles,tasks,andschedules.

• Theworkplaceenvironmentmay

includeelementsthatinterferewith

employeeperformance.Thiskindofdiversitymayincludeemployeeswithsensoryprocessingdisordersorwhoexperiencesensorysensitivitiesandmaybecomeoverstimulatedbythelighting,noise,andequipmentinatypicalworkenvironment.xxi

Whileaccommodationslikenoise-cancelingheadphonesoraprivateofficecansolvetheseproblems,thisrequirescommunicationandflexibilityfrommanagersandco-workers.

Thereareavarietyofbestpracticesthatcanhelpemployerstorecruit

andretainacognitivelydiverseworkforceandrealizethebenefits.

Solutionstakeamulti-tieredapproachtohireandintegrate

neurodiversepeopleandpeoplewithmentalhealthconditionsinto

theworkplace,whilealsosupportingtheiruniqueneeds,workstyles,

andskills:

• Partnerwithexpertorganizations.Collaborationswithnon-profit,

government,andcommunityorganizationscanprovidetheexpertiseneededto

understandapproachesinpractice.Companiesmayalsoconsidersharingknowledge

andbestpracticeswitheachotherorthroughbusinessgroups.

• Startsmall.Pilotprogramscanprovidethelearningsthatareessentialfor

buildingacompany-wideeffort.Bystartinginasingleoffice,functionorworkforce

segment,companiescangraduallybuildtolargerinitiatives.Thishelpstodevelop

scalablemodelsandapproachesthatfitwithintheorganizationalculture.

• Implementnon-traditionalhiringpractices.Byimplementingalternative

hiringpractices,companiescanidentify,attract,andplacecandidatesinrolesthatwill

supporttheirsuccess.Traditionalhiringpracticescanbeabarrierparticularlyfor

neurodiverseindividuals,whomaystrugglewithsocialinteractionsorwrittentests.

Therefore,hiringstrategiesthattargetandaccommodateindividualsprovideamore

effectiveassessmentoftheseindividuals’uniqueskills.

• Enableunderstandingandawareness.Thesupportofmanagersandco-

workerscanbeadecisivefactorinemployees’performanceandretention.Companies

shouldstrivetoenableproductive,positiveunderstandingandawarenessofcognitive

diversity.Ifemployeesunderstandindividualdifferencesininformationprocessing,

problemsolving,andskillsasstrengthsandadvantages,theywillbemorelikelyto

embraceallemployeesasvaluableteammembers.

• Createasupportiveworkplace.Manyneurodiverseemployeesandpeople

withmentalhealthconditionsmaybenefitfromlow-orno-costworkplace

adjustmentsthatsupporttheirworkstyleandneeds.Suchchangesincludelimiting

sourcesofsensorystimulation,flexiblehoursorworkinglocations,offeringtraining

onsoftskills,andprovidingclearinstructionsthroughavarietyofchannels.An

establishedsupportnetworkormentoringsystemcanalsohelpenableproductivity

andperformance.

• Emphasizeflexibilityandcustomization.Employeesupportshouldbeflexible

andallowforcustomizedaccommodationthatiswidelyavailable,notjusttothosewho

chose to disclose a condition. Ultimately, the most effective solutions will be those

developed on-the-ground bymanagers, co-workers, and employees for their specific

situations.

Whiletherearechallengestobuildingacognitivelydiverseworkforce,leadingcompaniesarealreadytakingactioninthisarea.Majoremployersarerecruitingneurodiversetalentandworkingtosuccessfullyaccommodatementalhealthconditions,integratingbothintotheworkforceandrealizingbenefits.

Inadditiontoarobustsuiteofprogramsaimedatworkplacementalhealth,EYhasimplementedacomprehensivehiringandtrainingprogramrelatedtoneurodiversity,specificallytargetedatindividualsontheautismspectrum.xxiiTheprogramworkswithorganizationsthatspecializeinneurodiverserecruitmenttosourceappropriatetalent.Itthenscreens,assesses,trains,andprovidesonboardingandsupporttohelpthemacclimatetotheirnewroles.Throughoutthisprocess,theprogramcollaborateswithnon-profitandgovernmentorganizationsforguidance.

EYhasfoundthatneurodiverseemployeescanautomateprocessesfasterthantheircounterpartsandhaveidentifiedprocessimprovementsthatcutthetimefortechnicaltraininginhalf.xxiiiNewneurodiversehireshavealsoprovidedrecommendationsonbestpracticestotheirpeersandleadership.

-

Aself-described“knowledge-basedworkforce”J.P.Morganhasdedicatedtimeandfundingtounderstandingandmitigatingmentalhealthchallengeswithinitsworkforce,particularlyfocusingonsupportforremaininginapositionandreturningtoworkafteramentalhealth-relatedabsencebecauseofthebenefitstoretainingtalent.

J.P.MorganalsorunsAutismatWork,aprogramthataimstohireneurodiverseemployees.Thusfar,theinitiativehasledtothehiringof30individualswithautism,andleadersexpecttohirehundredsintheyearstocome.xxivTobeeffective,J.P.Morganpartnerswithautism-focusedorganizationstoreachneurodiverseindividualsoutsideofthetraditionalhiringmodel.xxvThecompanyrecognizesthebenefitsofincorporatingneurodiverseindividualsandseesneurologicalvariancesasstrengths.Thisinitiativehasalreadybeguntoyieldsignificantresults,withneurodiversetalentincreasingefficiencyandorganization.

Formorethanfouryears,HewlettPackardhasbeenimplementingprogramstoattractneurodiversetalentandmeasuretheirprogress.xxviThepreliminaryfindingsrevealthatthecompany’sneurodiversetestingteamsare30%moreproductivethantheircounterparts.Infact,HewlettPackardhaspartneredwiththeAustralianDefenseDepartmenttodevelopaneurodiversityprogramincybersecurity.Throughtheseefforts,neurodiverseindividualshavedemonstratedthevalueoftheiruniqueperspectivesandabilities.TheHPWellnessprogramforstressmanagementhasalsomeasurablypositivelyimpactedabsenteeism,workplaceinjury,staffturnover,employeesatisfactionandemployerperception.

Alreadyaleadingglobalroll-outofintegratedEAPandwellnessprograms,Levi’shasbuiltthebusinesscaseformentalhealthprogramsinternallywithharddata,addressinghealthserviceprovidernetworkbarriersandencouragingproviderstocoordinatetoprovideimprovedaccesstomentalhealthservicesforemployeesinadditiontoworkplaceaccommodations.

Microsofthasaltereditshiringstrategytoengageandrecruitneurodiverseindividuals.xxviiInparticular,thecompanyseekstoplacecandidateswithautisminroleswheretheyareproventohavehighratesofsuccess.Thesepotentialnewhireshavetheopportunitytoengagewithmanagersandstafftomatchtheirskillstospecificroles.TheseprogramsallowneurodiversenewhirestodemonstratetheirstrengthsandgiveMicrosoftabetterunderstandingoftheirskillsandlikelysuccess.

NorthwellHealthprovidesmultiplewell-being,mentalhealtheducation,andstressreliefprogramsforemployees,includingcreatinganinteractiveapptohelpemployeesidentifyandaddresspossiblementalhealthneeds.Theorganizationisplanningtoexpandcasemanagementforcostly,chronicconditionstoincludementalillnessthatwouldfurthersupportemployeetalentimpactedbymentalhealthconditions.

SAPhasmorethanfouryearsofexperiencerunningneurodiversityprograms.xxviiiInparticular,thecompanyhasintroducedalearningmodulethatteachessoftskillstoemployeeswhomayhavetroubleadjustingtothetraditionalprofessionalenvironment.Thecompanyhasalsopartneredacrosssectors,workingwithorganizationslikeCalifornia’sDepartmentofRehabilitation,Pennsylvania’sOfficeofVocationalRehabilitation,TheArcandExpandability,andEnAbleIndiatoimprovescreeningmeasures,arrangepublicfundingfortraining,andprovideongoingsupportforintegration.Asaresult,theseprogramshaveimprovedproductivityandqualitycontrol,boostedinnovativecapabilities,andincreasedemployeeengagement.

Inearly2017,UBSannouncedapilotprogramtohireadultswithautism.xxixTheprogramwascreatedincollaborationwiththeVanderbiltInitiativeforAutism,Innovation,andtheWorkforceandThePrecisionists,anorganizationdedicatedtocreatingjobsforindividualswitharangeofdisabilities.ParticipantsintheprogramsareemployedbyThePrecisionistsandperformcontracted,project-basedworkforUBS.Thiscross-sectorinitiativeleveragestheexpertiseandresourcesofmultipleorganizationstoprovidecomprehensiveassessment,training,andanalysisofemployeeperformanceandoverallprogramsuccess.

WillisTowersWatsonlaunchedaneurodiversityeffortafteridentifyinganopportunitytoacquiretalentfordataspecialistrolesthatlendthemselvestothecapabilitiesofpeoplewithautism.Thecompanyfirstfocusedonapilotprogramforasmallnumberofhires,developinganuancedunderstandingofemployees’needsandabilities.Theprogramalsoincludededucationandtrainingtopromotesensitivitytoneurodiversityamongexistingemployees.Afterthepilot’ssuccess,itwasexpandedtonewofficesandcountries.

About One Mind at Work

Mostoftheworld’spopulationspendsone-thirdoftheiradultlivesatwork.Theworkplaceanditsleadershaveatremendousopportunitytoimprovequalityoflifeforallpeopleandplayacriticalroleindrivingmentalhealthsolutions.OneMindatWorkisaglobalemployer-ledcoalition,collaboratingacrosssectors,industries,andnationalboundariestotransformworkplaceapproachestomentalhealth.OneMindatWorkcorporatemembersandnon-profitpartnersincludeADP,AmericanPsychiatricAssociationFoundation,ArogyaWorld,AtmosEnergy,BankofAmerica,Johnson&Johnson,theKennedyForum,LeviStraussandCo.,OtsukaPharmaceuticals,SiliconValleyBank,andSteinbergInstitute,SutterHealth.

Contact

GarenStaglinPOBox680Rutherford,CA945731570BellaOaksLaneRutherford,CA94573707.963.1749Garen.Staglin@onemind.orgwww.onemindinitiative.org

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