Neurodiversity – Identify Needs in Different Brain Profiles

Do you have employees with different cognitive strengths - whose brains work a little differently? And are you unsure how best to support them? Uncover the scope and needs through the GAIS survey and learn more about how to create wellbeing for people with different brain profiles. Together with experts, we have formulated a number of questions that you can use as a starting point.

What is neurodiversity? 

The word neurodivergence was coined as an umbrella term covering the many different ways in which brain profiles can differ. Different brain profiles include autism, AD(H)D, dyslexia and Tourette syndrome, but you can easily have a different brain profile without having an actual diagnosis.

Why is it important to address?

A large share of the workforce: Around 15-20% of the workforce is estimated to have a different brain profile. Some have a diagnosis, while others are not yet aware that their brain works a little differently from the majority. This means it is very likely that this applies to some of your employees/managers. 

Danish companies expect growing challenges with labour shortages towards 2030. Greater inclusion and retention of employees with different profiles may be essential to attract and retain important talent. 

Preventing stress and burnout: People with a different brain profile are often at greater risk of burnout than others. Many have extra sensitive senses, which means their brains work harder to process impressions. Burnout is one of the most common reasons why adults are diagnosed late with a form of neurodivergence. For exactly this reason, workplaces have a clear incentive to work on preventing stress and sick leave, especially among these employees.  

Making the most of divergent skills: Many companies have become aware of the value of diversity. Research shows that diversity among employees strengthens both the bottom line and creativity. Employees with a different brain profile often have a unique way of approaching tasks, which can be a great strength for the company. 

From a diagnosis focus to a strengths-based approach: In the past, neurodivergent people were often assessed from a diagnostic perspective, with the focus on limitations rather than strengths. In recent years, this has shifted towards a more strengths-based approach. Here, the aim is to create frameworks and structures that ensure wellbeing and make the most of the skills of employees with different brain profiles. 

Make the purpose clear

It is crucial that you communicate clearly about the purpose of asking about different brain profiles. Why are you asking these questions? How will you use the knowledge you collect? Remember that being asked about their cognitive profile can feel vulnerable for some employees. It is important to create a safe setting where the intention is clearly to support them and not to expose them.

Knowledge and concrete tools - developed by experts

Søren Dige from Working Minds, who works with neurodiversity in the workplace, has developed materials that can help create a more supportive and productive working environment for employees with, for example, ADHD or autism.

The materials describe 12 areas where the ADHD brain and the autistic brain, respectively, work a little differently from others. For each of the 12 areas, there is a description of what is at play, examples of how it can look in a work context, and concrete advice for managers and employees respectively. 

• Manager guide: Knowledge and good advice about ADHD and autism
• Employee guide: Knowledge and tools for managing your ADHD or autism at work