Workplace culture: Embracing neuroinclusion
By Martin McKay, Executive Chair & Founder of Everway and Jill Houghton, CEO & President of Disability:IN
In this paper:
- Explore the case for neurodiversity for your people
- How neuroinclusion gives you the competitive advantage
- Learn how to create better experiences for neurodivergent employees
- Preview Everway's research into Neuroinclusion at work
“The greatest resource we have is our people, and our culture starts inside by cultivating a diverse range of perspectives. We pull together around accessible belonging and work collectively to improve equal opportunities for all.”
Jill Houghton, President & Chief Executive Officer of Disability:IN
H2: Guide sneak peek:
“Every workplace should welcome all employees and embrace their unique strengths and skills. Companies large and small can work towards creating an environment that suits each person’s individual needs through the principles of Universal Design. Creating a workplace that is usable to the most diverse range of people ends up being beneficial to all. I encourage all employers to improve their employee experience for everyone.”
From the paper: Workplace culture: Embracing neuroinclusion
Dive into the paper
In this paper, Martin and Jill explore the business case for neurodiversity - for your people and your organization. They also offer advice on how to create more neuroinclusive experiences for neurodivergent employees, across the full employee lifecycle.
In addition, preview Everway’s latest research into neuroinclusion at work. Gain insight into the experiences of neurodivergent employees. Discover common barriers which impact their experience at work. Explore the neuroinclusive practices they long to see in the world of work.
You’ll gain:
- 4 key benefits for neurodiversity, to help you build the business case for neuroinclusion in your organization
- 13 tips for improving neuroinclusion across the full employee lifecycle, from recruitment through to development
- Research into the real life experiences of neurodivergent employees at work
You’ll also receive access to extra resources to help you take action in your organization.
This paper was written by Martin McKay, Everway and Jill Houghton, Disability:IN, with research conducted by Everway.
About the authors
Martin McKay, Founder and Executive Chair at Everway
Everway supports organizations on their neuroinclusion and accessibility journey.
Martin founded Everway, formerly Texthelp in 1996, and has since spent his work life developing technology for people with disabilities. Everway is a world leading Assistive Technology company creating inclusive software that helps people to read, write, express their thoughts and share information more accurately & fluently, across all stages of life. In 2017, Martin received the Presidential Award in recognition of lifetime contribution to dyslexia and literacy from the International Dyslexia Association. In the past, he has served on the Assistive Technology Industry Association Board as well as the NIMAS board for the USA Office of Special Education Programs.
Jill Houghton, President & CEO of Disability:IN.
Disability:IN is the leading global nonprofit organization for advancing business disability inclusion and equality.
Jill has more than 25 years of diverse leadership experience driving disability inclusion was ignited by challenges she experienced having a learning disability. She leads a team of talented and diverse individuals, including people with disabilities, who are working to build an inclusive global economy that enables people with disabilities to participate fully and meaningfully.
Research insights: A sneak peek
Everway surveyed 500 neurodivergent workers to discover their experiences in the world of work. We also surveyed 500 neurotypical workers to discover their thoughts on neurodiversity in the workplace.
Key findings
Results found that whilst organizations are becoming more inclusive of neurodiversity, and offering support to neurodivergent employees, there's still a long way to go.
- The majority of neurodivergent workers (64%) and neurotypical workers (52%) believe their organization could be doing more to support people with a neurodiverse condition
Neurodivergent employees experience challenges across all stages of the employee lifecycle, many of which can be reduced by small changes with big impact.
- 61% have experienced stigma in the workplace
- 56% have experienced communication barriers at work
- 34% have experienced difficulty in recruitment and interview processes
Organizations that consider neurodiversity are more likely to attract and retain neurodivergent talent, who bring a wealth of skills to any project. In fact, 93% of neurodivergent employees would be more likely to apply or continue to work for a company that was supporting neurodivergent employees well. Similarly 63% of neurotypical workers are also more likely to be attracted to and loyal to companies that support neurodivergent employees well.
Register to receive our whitepaper and discover the strengths that come from neurodivergent thinking. Throughout our whitepaper, we also reveal neuroinclusive practices neurodivergent workers long to see in the world of work.