Yvonne Yancy is the Chief Administrative Officer at Understood, a lifelong guide for those with learning and thinking differences.
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An ongoing pandemic and a looming recession already call for a reassessment of mental health support across the nation. But for 15-20% of the global population who have learning and thinking differences, mental health challenges are an added layer to the equation, especially in the workplace.
It’s critical to understand that learning and thinking differences, such as ADHD and dyslexia, and mental health obstacles, such as anxiety and depression, are not the same thing. However, neurodivergent individuals are more likely to experience mental health challenges for a couple of reasons.
Understanding Where Neurodiversity And Mental Health Intersect
Learning and thinking differences are often overlooked as “invisible” disabilities. Because people can’t see them, many people don’t understand them or hold misconceptions and stigmas about them, like people with ADHD who are mislabeled as “lazy” or “not smart.” On top of these biases that can negatively impact a neurodivergent person’s mental health, inadequate training or being in a work environment that does not meet an individual’s learning style can lead to stress, anxiety and frustration.
Neurodivergent individuals also have the added pressure of deciding if and how to disclose their learning and thinking difference to their employer. According to the 2019 EAW research report, more than one-third of employees and about 50% of HR professionals felt uncomfortable disclosing an intellectual disability or mental health challenge at work. According to my company's recent study, 18% of American employees weren’t even aware they could request an accommodation. When neurodivergent employees don’t feel empowered or comfortable asking for the support they need to thrive, it takes a toll on their self-esteem and confidence.
Costs Of Supporting Neurodivergent Employees’ Mental Health
Some individuals with learning and thinking differences may also realize they are different from others in the workplace but are unsure of what to do about it, which can bring on associated mental health challenges. This can have an economic impact as employers might lack the understanding and education when it comes to costs for supporting employees with learning and thinking differences.
According to findings from the Job Accommodation Network (JAN), 56% of employers said accommodations “cost absolutely nothing,” and only 4% of accommodations required an “ongoing, annual cost to the company.”
When employers do not have the resources to support employees, it has the potential to push someone out of a job or the workforce because of the lack of proper support.
Steps Employers Can Take: It Starts With Culture
Neurodivergent employees can take some steps to ensure they are receiving the help they need. Getting to know their strengths, challenges and what supports they need is critical, but having an employee advocate for themselves only goes so far. Plus, for some, it can be an intimidating process.
Employers must meet their neurodivergent employees where they are. The following are a few tips employers can take to support their employees with learning and thinking differences.
As a foundational element, employers should always strive to build a positive culture by celebrating and valuing differences, which in turn supports mental health. Managers should request employee feedback on what can be improved related to mental health support. Take a holistic approach and remain flexible with schedules and accommodations.
When creating policies, be inclusive and avoid singling anyone out. If allowing for flexible schedules or accommodations, make it widely known and available to all employees. This gives everyone a level playing field, and by offering the same access across the board, it allows employees to raise their hand when they have a learning and thinking difference and require support. Conversations around neurodiversity and mental health are more likely to happen in these environments organically.
Utilize Tools And Training
Companies should consider investing in training related to learning and thinking differences, mental health support and resources, disabilities and how best to accommodate their employees. Managers need access to resources in order to navigate sensitive conversations with their employees. Employers can create an internal campaign to demystify mental health and provide opportunities to participate in mental-health-related employee resource groups. A strong employee assistance program with access to counseling is critical when creating a culture of inclusivity.
To help employees feel empowered when seeking support and resources, managers and leaders should void the following situations when it comes to neurodivergent employees in the workplace:
• Stereotyping employees who have disclosed issues and challenges.
• Making assumptions about an employee’s character and work ethic.
• Calling out or using negative examples of past employees’ challenges.
• Poking fun and using condescending vocabulary such as “crazy,” “insane” or “deranged.”
Creating an inclusive workplace where neurodivergent people feel empowered, valued and supported—mentally and emotionally—goes beyond having a few conversations. Employers should consistently show their support through affirming actions and behaviors. As we navigate new ways forward, employers are being called to lean into learning new ways to support their employees’ mental health and practice empathy, every day and for everyone.
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