Today, more Canadian adults and children are receiving neurodivergent diagnoses than in the past. Why are more adult Canadians being diagnosed? Lindsay Bell, workplace well-being consultant at Bwell Workplace Consulting, attributed the rise to greater access to licensed professionals that can diagnose on the adult level, reduced stigma in general and adults becoming increasingly self-aware of their workplace challenges motivating them to pursue diagnosis.

Employers who “lean in” to their neurodiverse talent can tap into powerful skillsets and gain competitive advantages, according to Allan Smofsky, principal strategist at Smofsky Strategic Planning. In a recent International Foundation webcast, “Neuroinclusive Benefits—How to Better Support Neurodivergence in the Workforce,” Bell and Smofsky shared workplace practices and benefit plan designs that support neurodivergent employees.

Defining Neurodiversity

An estimated 15-20% of Canadians are neurodivergent, according to ACFO-ACAF. Neurodiversity means natural variations (not deficits) in all people’s brains—how people think, learn, communicate, process information, behave, etc. Examples of neurodiversity include attention deficit hyperactivity disorder (ADHD), autism spectrum disorder, various learning disabilities (e.g. dyslexia, dyscalculia), sensory processing differences, etc. Comorbidities are very common and include anxiety, depression, sleep disorders, seizures and gastrointestinal issues, among others.

How Neurodivergent Workers Are Impacted

Neurodivergent workers are impacted by all aspects of the employment cycle, from hiring to performance management and career development. These workers experience discrimination and have higher rates of unemployment or underemployment.

Diagnostic Barriers

Costs and access to licensed professionals remain critical barriers, Bell said. While public costs are free, waiting lists can be over 18 months. Private costs are higher with shorter waiting lists, typically less than four months. Money and time spent to get assessments may add stressors on top of comorbidities. In managing all of this complexity, employees can be struggling, Bell reminded the audience.

Opportunities to Strategically Support Neurodiverse Workers’ Needs

Neuroinclusion means workplace practices that support an adaptable, flexible and supportive environment to enable all employees, regardless of whether they are neurotypical or neurodiverse, to do their best work. In other words, it’s the quality that allows for the growth and flourishing of neurodiverse people within an environment. Learn more in Deloitte’s resource titled “The neurodiversity advantage: How neuroinclusion can unleash innovation and create competitive edge.”

Highlights from the practices that Smofsky mentioned to support neurodiversity in the workplace include:

1. Target comorbidities in benefits plans with adequate coverage for employees and their dependents.
2. Connect plan members with support resources (e.g., virtual assistance and health system navigation). In Canada, navigation may be needed in both the national health system and within employer plans.
3. Be ready with proactive and timely coordination for the moment when an employee is most ready to receive information. Smofksy gave the example of an individual who has been diagnosed with ADHD. Up to now, they may have stress due to experiencing symptoms, neurological or physical, and weren’t ready to process new information about ADHD. When they go to the pharmacy for medication for ADHD, the pharmacist could provide informational resources about managing ADHD or suggest contacting the employee and family assistance program (EFAP). The interaction with the pharmacist could be the most beneficial “teachable moment” because the individual is ready for education. Coordination amongst vendors would be required for delivering just-in-time resources.

Worker well-being is a shared accountability across the workplace, Bell and Smofsky emphasized. They also encouraged a more collaborative approach when employers work with vendors and internal stakeholders.

Learn more in the webcast recording about employment cycle policies, understanding the “whole person” and leveraging their strengths, addressing stigma, accommodating communication styles and supporting diversity of thought.

Developed by International Foundation Information Center staff. This does not constitute legal advice. Please consult your plan professionals for legal advice.