The corporate environment is built in a way that is geared towards neurotypical people. Part of the richness of diverse teams is to have neurodiverse people among employees – people who have different strengths and weaknesses than those whose brains are developing or working more atypically. The idea of neurodiversity is that people experience and interact with the world around them in very different ways, and there is no one “right” way to think, learn, and behave. Thus, differences are not seen as deficits.
Small changes in communication and in the organisation of training in a work environment can have a significant beneficial impact on everyone. They can contribute to a more inclusive corporate culture.
Different communication methods
Clear, direct communication that avoids complex jargon is crucial to ensure that all participants, especially those with neurodivergent disorders, can easily understand the material.
Providing content in a variety of forms can greatly improve accessibility. Written publications are designed for readers, but audio recordings are useful for people who learn best by listening. Infographics and diagrams are examples of visual presentations that can help deliver complex information in a style more easily to understand.
Providing transcripts for audio material or providing subtitles for all videos can significantly improve accessibility for the people with hearing impairments. Visually inclusive language in a corporate environment is essential. People rarely consider that there are employees who may have color blindness. Since red-green blindness is the most common, it is good to use different than these colors in visual presentations to signal a finding. Alternatively, symbols or words can be used instead to distinguish between groups of information.
Training format
Conventional training programs may not meet the needs of people with neurodivergent tendencies as they are often focused on networking, group discussions, and presentations. These participants may struggle with the unstructured nature of conventional networking events or find large group interaction overwhelming. Training programs can address this problem by using a range of strategies that are tailored to different learning styles. Incorporating practical exercises such as role plays or simulations can also be useful, especially for those who learn best through action.
These changes not only increase the breadth of the programme, but also allow for different perspectives and skills to be respected and acknowledged.
