The richness of neurodiversity in companies often remains invisible: the people concerned compensate, mask or adapt in silence. The result? An under-exploited talent pool, weak signals that are ignored and restricted creativity. Ignoring neurodiversity means missing out on a strategic lever for transformation, innovation and commitment.
Neurodiversity refers to the natural diversity of cognitive functioning in human beings. In particular, it includes people with autism, ADHD (attention deficit disorder with or without hyperactivity), ‘dys’ disorders (dyslexia, dyspraxia, dyscalculia, etc.) or high intellectual potential (HIP). These profiles represent 15-20% of the population.
Organisational lucidity
People with neuro-atypia have to constantly adapt, or even over-adapt, to environments that are not favourable to them. This leads to fatigue, stress and isolation, making them prone to burn-out.
But it also reveals systemic flaws: unclear expectations, information overload, ineffective communication, etc. Listening to them means picking up on weak signals and anticipating the psychosocial risks that threaten teams as a whole.
Neurodiversity challenges the managerial norm
The dominant managerial models value reactivity, verbal communication, open spaces, cascades of meetings and implicit social codes. These criteria can exclude neuroatypical profiles that are nevertheless brilliant, rigorous and creative.
Taking neurodiversity into account means accepting to challenge these norms by valuing other ways of thinking, collaborating and creating value.
Changing logic: from individual cases to a systemic approach
It's not about ‘managing individual cases’, it's about transforming HR and management practices: clarifying expectations, diversifying modes of communication and exchange, tolerating varied and flexible working rhythms, encouraging the adaptation of working environments and reviewing processes.
What is beneficial for atypical people will be beneficial for everyone: it will improve performance, well-being and the quality of individual and collective work.
Numerous benefits and measurable results
- +30% well-being and -40% burn-out (Neurodiversity Foundation)
- +15% in productivity (SAP, Microsoft)
- +20% HR retention (McKinsey)
- 2.5x more ideas generated (Deloitte)
These figures confirm that a neuro-inclusive environment benefits more than just the individuals concerned: it stimulates collective commitment and sustainable performance.
Reducing the burden on managers, supporting teams
The burden of adjustment should not fall solely on managers. It is essential to equip them, train them in nuance and recognise their key role. In addition, relieving neuroatypical people of their sense of guilt and giving all employees the space to express themselves and the tools to adapt, as well as a climate of trust and psychological security, will enable better collective regulation.
Transforming organisations through neurodiversity means enabling them to become fairer, more humane and more agile.
Audrey Carrafa & Moira Wrathall d'Hypersens, organisers of the NED
To go further and take part in this transformation, join the Neurodiversity Experience Day (NED) on 19/06 at Beci, organised by Hypersens.
On the agenda: talks by experts and scientists, exchanges of views between professionals, immersive workshops, practical tools, and a collaborative Neurodiversity@work© workshop to put you into action.