Neuro-inclusion has been shown to deliver multiple benefits to companies and employees alike. Neurodiversity in the workplace allows companies to leverage the full spectrum of skills and knowledge within the workforce. Neurodivergent employees at JP Morgan Chase worked 48% faster and 92% more efficiently than their neurotypical counterparts. Furthermore, companies that employ diverse workforces and incorporate them into their teams demonstrate more significant innovation and are more receptive to change text goes here

Organizational cultures that value difference tend to be early adopters of new business systems and are adept at developing novel products or processes to thrive in an evolving business landscape. Moreover, diverse teams excel in creative problem-solving, surpassing even highly skilled but less diverse teams in performance. Without neuro-inclusion training, employers may view employees as all the same, which can create unreasonable expectations for autistic workers’ behavior and overlook their potential to contribute from their unique background.

Autistic people possess specific characteristics and skills intrinsic to autistic neurology, differentiating them from their allistic counterparts. Innovative thinking processes due to highly active synaptic activity include noticing patterns, errors, and inconsistencies others may overlook, the ability to draw novel connections, atypical visualization abilities, unique cognitive styles, perspectives, and ways of thinking.

Pattern recognition, attention to detail, and sustained, intense focus are autistic qualities that lend themselves to high accuracy rates in spotting errors or maintaining consistency in work. Autistic individuals exhibit remarkable accuracy, often performing tasks such as manual data entry up to eight times more effectively than their neurotypical counterparts. Autistic people’s extreme accuracy in visual perception has also been noted.

Problem-solving is another strength for autistic workers, often because they can see patterns where others cannot. They may also see the big picture and the order of components within the big picture to identify what could change to resolve issues. Therefore, autistic workers may approach problem-solving in ways that expand possibilities for organizational operations due to atypical perspectives on dilemmas.

Organization and systematization are two more hallmark characteristics of autism that lend themselves to work skills. Autistic people can also be very efficient in completing tasks, possibly due to their intense focus and attention to detail or because repetition can appeal to them. Other noted strengths are focus on long-term recurrent tasks, tolerance for monotonous activities, and technical interest in specific work areas. Companies may find that autistic candidates embody these qualities naturally.

Companies that employ diverse workforces and incorporate them into their teams experience more significant innovation and are more receptive to change. Companies with diverse workforce composition are also early adopters of latent business systems. They are adept at developing novel products or processes to thrive in an evolving business landscape.

Diverse teams are shown to excel in creative problem-solving, surpassing even highly skilled but less diverse teams in performance Employee retention also reduces turnover, increasing an organization’s competitiveness by maintaining a workforce with experience within and loyalty to the organization. Employers may be able to improve the retention of autistic and otherwise marginalized employees by dedicating themselves to acceptance and inclusion so their talent pool feels supported and valued.

This process requires the assistance of a consultant well-versed in autism and autistic ways of being. Indeed, until now, neurodiversity has received substantially less coverage than other diversities in DEI agendas.