KUCHING: To champion diversity and foster inclusivity in workplaces, there is a need for comprehensive policies that cater to the specific needs of neurodivergent employees.
Senior lecturer at the Faculty of Business and Economics, Universiti Malaya, Dr Safiah Omar said such policies should encompass various key perspectives, including awareness and education, recruitment and hiring practices, workplace accommodations, support networks, career development and retention, as well as leadership commitment.
“Many neurodivergent individuals are already part of the adult workforce, and there will undoubtedly be an increasing number joining our ranks in the future.
“Hence, in our ongoing quest for a more inclusive and diverse workforce, it is important that we acknowledge and embrace the unique talents of neurodivergent individuals,” she said in an article titled ‘In Support of Neurodivergent Individuals’.
She added that the diverse group encompasses individuals with conditions such as autism spectrum disorder (ASD), attention deficit hyperactivity disorder (ADHD), dyslexia, dysgraphia, dyspraxia, dyscalculia, and various other neurological differences.
“According to data from worldpopulationreview.com, Malaysia has an estimated 325 individuals diagnosed with ASD per 100,000 population, alongside approximately 432 diagnoses of ADHD per 100,000 population.”
To ensure inclusivity at the workplace, she said organisations must invest in educating their neurotypical employees and managers about neurodiversity.
“By gaining an understanding of the unique strengths and challenges of neurodivergent individuals, workplaces can cultivate a more supportive and empathetic environment.
“This proactive approach not only raises awareness but also helps to diminish the stigma surrounding neurodiversity.
“Moreover, it is essential to craft job descriptions that prioritise the skills and competencies of neurodivergent employees over rigid qualifications.”
She added that expanding the coverage of these policies to include awareness and education, recruitment and hiring practices, workplace accommodations, support networks, career development and retention, as well as leadership commitment, will undoubtedly contribute to creating a more inclusive and equitable workplace environment for all employees, regardless of neurodiversity.
“Acknowledging that neurodivergent individuals may excel in different work environments, it is advantageous to provide flexibility regarding work hours, remote work options, and even sensory-friendly spaces to optimise their productivity.
“Clear and transparent communication channels are crucial to ensure information is easily understood.
“Tailoring career paths based on their unique strengths and interests can be highly beneficial, with organisations offering opportunities for skill development and advancement. Ensuring protection and safety is prioritised is equally important within these policies.”
Dr Safiah also said the policy framework should also encompass an evaluation of performance that considers holistic contributions, incorporating both quantitative metrics and qualitative aspects.
“Recognising the diverse ways in which neurodivergent individuals contribute to the organisation is vital for fostering an inclusive culture. This recognition should be embraced by all levels of the leadership team, including top management, middle management, executives, and peers throughout the organisation.
“By implementing such policies, we can effectively support neurodivergent individuals and unlock their potential to drive innovation, creativity, and various other forms of performance that significantly contribute to organisational success.”
She stressed that these individuals deserve the opportunity to achieve financial independence and autonomy, akin to their neurotypical counterparts.
“As the new generations continue to grow and prepare to enter the workforce, there is no better time than now to initiate these inclusive practices.”
