On this episode of the WorkSAFE Podcast, we’re joined by Daniel Wysocki, a psychological board-certified therapist. Wysocki has more than ten years of experience working children, teens, and adults. He specializes in helping those with ADHD.
In today’s world, neurodivergence impacts an estimated 15 – 20% of the world’s population. Neurodivergent conditions include dyslexia, ADHD, ADD, social anxiety, or sensory processing disorder disorders. Employees impacted by one or more of these bring some unique strengths – and have some unique challenges – in the workplace.
As an employer, business owner, or coworker, having an understanding about different ways of thinking and processing information can help ensure the success of a business in multiple ways.
Listen to this episode on the WorkSAFE Podcast, or read the show notes below.
Neurodivergence: Different for everyone
Neurodivergence looks different for everyone. Wysocki specializes in attention deficit hyperactivity disorder (ADHD), which he describes as “a separation between knowledge and performance.” He highlights that what someone describes, or shares on social media, doesn’t necessarily apply across the board.
For example, ADHD manifests as inattentiveness for some, and hyper-focus for others. He finds that people with ADHD are highly intelligent and high-performers, often spontaneous, creative, and energetic. However, there’s sometimes a gap between what they know and how they perform.
Further, ADHD is often something associated with children. Wysocki points out that as children with ADHD grow into adults, they still have the same characteristics, and the stakes only grow higher. Adulthood comes with new responsibilities: getting to work on time, managing finances, completing work. With the right accommodations and adjustments, they can be successful in the workplace.
Change can be a trigger
Life transitions can trigger dysregulation for someone with ADHD. For instance, going to college or starting a new role in a job. As people with ADHD get older and have more life experience, they learn to compensate by developing processes or skillsets that work for them. Then, when a life transition happens, these carefully developed routines may no longer work. On the job, this often looks like a sudden decline in progress. It may even coincide with a promotion or job change.
Neurodivergence in the workplace: 7 ways to accommodate employees
Employees with ADHD or other neurological difference may need some accommodations to help make safety training stick. The idea of workplace accommodations sometimes has a negative connotation. Business owners often think they’ll have to change job responsibilities. But the idea is to be flexible where needed and enable employees to do their job to the best of their ability.
For Wysocki, these adjustments can be made quickly and easily. “They’re going to be able to retain more and more of the information,” he explained. “And then they’ll be able to perform up to the standard that you’re asking of them.” He recommends that employers:
- Create engaging material. Look for ways to upgrade your safety presentations with pictures, videos, or demonstrations.
- Break long presentations into smaller chunks. Separate material into shorter sections. In addition, provide frequent breaks.
- Minimize distractions. Turn off unused screens and music. Schedule a conference room rather than the break room to prevent frequent interruptions.
- Reduce the size of large groups. Learning is often made easier in smaller settings. It is easier to ask questions and focus on the speaker.
- Create a schedule. Knowing what to expect often reduces anxiety. Host meetings at regular times or days.
- Vary the time of day. Not everyone learns best first thing in the morning. Choose a variety of times where possible, or even schedule morning and afternoon sessions, so employees can choose a time that works best for them.
- Connect the dots. Start with the big picture. It may seems unusual to start at the end of the presentation. But this method is often more engaging.
Accommodations in action
Making these changes helps accommodate those with neurodivergent characteristics. Further, they come at little to no cost. “It’s just doing the same things that we’re doing, but with a little bit of a different perspective on how we can implement them.” These changes also benefit a company’s employee population overall by making safety consistent and easier to digest. “You’re going to get more retention, safety is going to be retained a lot better, and these people will be more engaged.”
For instance, Wysocki points to a high-level financial officer at a company who lost their building key card frequently. As a rule, their workplace capped key card losses at two times. After that, an employee could be subject to disciplinary action, or even termination. A characteristic of neurodivergence can be difficulty keeping up with things. And it almost cost the financial officer their job. However, the company came up with a solution. The officer would simply pay a small fee to have the card replaced. In this way, they maintained talent and avoid the cost and time of replacing a capable employee.
Measuring success
Measuring the impact of these accommodations is sometimes challenging for employers. Unlike new equipment or safety gear, changing meeting times or formats may not appear to have an immediate effect. But Wysocki points out that employee retention and satisfaction are two important markers of success.
“Anyone that’s held a job and has found that they enjoyed where they were at, you probably stayed there for a while,” he highlighted. “And you probably have good things to say about that place.” For Wysocki, having a good reputation as a business is something money just can’t buy.
Create the right environment
How will employers know if someone needs an accommodation in the workplace? The simplest solution is to provide that information upfront. What accommodations could you help with? What could you offer that would help with productivity or safety?
“We’re not looking for things that are going to entirely create a bottleneck here,” he said. For instance, something as simple as putting a partition up at work, or a pair of headphones, can reduce distractions and increase productivity. “These accommodations are just usually individual, of course, but they’re small asks that can lead to great gains.”
Some businesses engage an employee assistance program (EAP) to help with more difficult discussion topics, such as anxiety and depression. These programs provide confidential assistance when employees need more support, or help from a professional. The most important part is to be open to solutions that could help someone be more successful on the job.
Approaching a struggling employee
Most employees don’t want to be perceived as a problem in the workplace. Others may be struggling, but unsure what the solution may be. “It is on the employee to be able to present what difficulties they may be having to the employer,” Wysocki explains. “Hopefully, there would be some compassion there, that if we did see someone that was struggling, we might approach them. I still think that the best way that you can kind of phrase that: ‘Is there anything we can do to help or assist you?’” This opens the door for an employee who might be hesitating to open up, or for a conversation to be started.
Neurodivergence is not limited to childhood
For Wysocki, it’s important for employers to remember that neurodivergence isn’t something limited to childhood. Each person who experiences it is different, and may need accommodations on the job. “Every setting is going to be different,” he shared. “You’re going to have employees with different strengths and different weaknesses, and trying to find the best fit for them, you might need to change, to see what what things could be available.”