Today’s digital world is constantly evolving. Search engines such as Google play a central role in the way we access information. However, few people are aware of the decisive criterion
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Facing with a rapidly changing professional landscape, companies find themselves at a crossroads.
To remain competitive, they need to adopt a proactive approach based on continuous learning and the recruitment of high-potential profiles (IPH).
More than just training, an ambitious learning culture needs to be established.
From technical skills to behavioural competencies, and beyond.
Companies that embrace this philosophy are arming themselves for the future, ready to meet the challenges of an ever-changing professional world.
In fact, having diverse teams and taking neurodiversity into account enhances your CSR and encourages you in your innovative and inclusive management.
A few figures from benchmark studies.
According to a CIPD Neurodiversity at Work study in 2018, 10% of companies were integrating neurodiversity into their HR policy.
Another study by Aston University and the Neurodiversity Guide 2020 reported that one person in 7 was neuroatypical.
Not long ago, in 2022, 47% of employers planned to increase their support for neurodiversity. According to the REBA and AXA report (Health’s Employee Wellbeing 2022.
Today, many companies such as Microsoft, EY, HP and other American companies have been successfully advancing their HR policies to access neuroatypical talent for years.
(read the article : HBR 2017 Neurodiversity as a Competitive Advantage)
According to certified neurodiversity coach Catherine Cornil, “in the midst of the war for talent, companies must strategically adapt their culture to neuroatypics”.
Teams need to be trained to manage these profiles inclusively.
In an ever-changing world, key skills are also evolving.
Thinking “out of the box” has become a necessity if we are to innovate and adapt quickly to change.
The ability to detect weak signals enables companies to seize emerging opportunities and prevent potential risks.
That’s why a systemic view of issues is essential to understanding complex interconnections and developing sustainable solutions.
Having a radar for inconsistencies and dysfunctions helps to identify underlying problems and improve processes.
In a neuroatypical employee, inventiveness in the search for solutions is a valuable skill for a company. This ability to overcome obstacles and create value.
Finally, inclusive management of these personalities offers a capacity for commitment.
They are inclined to do the committed work that is essential if ideas are to be put into practice and objectives achieved.
By cultivating these strong skills, individuals and companies can thrive in a constantly changing environment.
Many people with neuroatypical conditions such as HPI (High Intellectual Potential), THPI (T for Very) have extraordinary skills.
People with ADHD (Attention Deficit Disorder with or without Hyperactivity).
But also people with ASD (Autistic Spectrum Disorder) or DYS (Dyslexia, Dysorthographia, Dyscalculia, etc.).
When we talk about extraordinary skills, we’re talking about pattern recognition, memory capacity or over-developed mathematical abilities.
Yet these people often find it difficult to match the profiles sought by employers.
They are seeing productivity gains, improvements in the quality of deliverables, increased capacity for innovation, and greater employee commitment as a result.
Companies need to improve their recruitment processes to access neuroatypical talent.
There are many actions that can be taken by a company’s management teams
One key step is to take a stand in the public arena. In addition, they can clearly affirm their collaboration with non-profit organisations working in this field.
Another element is to use assessment processes that are not based on a traditional interview. For example, leaving room for exchange rather than valorisation, allowing the candidate’s underlying abilities to be expressed.
Train other employees to interact with these profiles. Show them the potential of this type of collaboration. In fact, setting up a support system is a useful device on which the company can communicate.
The company must also adapt its career management methods and other internal rules.
Finally, the programme must be integrated into day-to-day activities to encourage the participation of these profiles.
Admittedly, this is an investment, but the return on investment for companies that undertake this HR evolution will be considerable.
For example, the assurance of having more talent to apply to, as well as diversified perspectives that will help them to remain competitive.
Start-ups and the technology industry in general are used to hiring oddballs.
We’re talking here about the Geek, the talented nerd who doesn’t have the usual corporate manners.
This profile is becoming a cultural icon. We see them in TV ads and magazines.
Some leading entrepreneurs are no longer shy about saying so.
It’s part of the myth of start-ups that began in a garage.
In his book NeuroTribes, Steve Silberman points out that the incidence of autism is particularly high in places like Silicon Valley.
Hiring on the basis of neurodiversity could therefore be seen as an extension of trends in a culture that recognises the value of certain personalities.
Recognition of neurodiversity is becoming an unavoidable priority.
Accompanied by an expert in managing neurodiversity in the workplace, you can firmly support your desire to embrace cognitive diversity.
Companies need to integrate this perspective into all levels of their management.
The integration of neuroatypia starts at the top, with management committed to fostering an inclusive environment. We are talking here about the COMEX and CODIR.
This means reviewing recruitment and talent development policies. The aim is to make the most of the unique skills of neurodivergent individuals.
Managers also have a crucial role to play in raising awareness among their teams. They need to create a respectful and caring working environment.
At an operational level, processes need to be flexible and adapted to meet the varied needs of employees.
Reasonable adjustments, such as workstation adjustments or flexible working hours, can make all the difference in enabling everyone to develop professionally.
Finally, integrating neurodiversity is not limited to human resources management, but must also influence business strategies and corporate culture.
Bear in mind that companies that value cognitive diversity are more innovative, creative and competitive in the long term.
Of course, as you will have realised, to thrive in value creation, it is imperative that companies integrate neurodiversity into all layers of their management.
This will not only promote inclusion, but also stimulate growth and organisational success.
At GOWeeZ, we work with an expert to support human resources departments in their recruitment plans and CSR strategies.
If you would like to be supported in the inclusion of neuroatypical, IPH profiles
Others articles you may be interested in :
Recruitment trends in Digital Transformation Sector
Why Using AI in your audit of quality processes
Le pont entre votre RSE et les tendances de recrutement
In today's business landscape, recognition of neurodiversity or neurodiversity (IHP) is becoming a priority in CSR or HR strategy. With our expert in neurodiversity management, we help companies embrace cognitive diversity. Companies need to integrate this perspective into all levels of their management. We explain why!
