Tech stars put accessibility first<\/p>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t
Accessible for all<\/span><\/h3>\n\t\t\t\t\t\t\t\t\t\t\t<\/header>\n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\tThese tech leaders have cottoned on that all digital products must be accessible.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
\n\t\t\t\t\tRead more<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/article>\n\t\t<\/div>\n\t\nO\u2019Connell says not being able to fairly assess a neurodivergent person\u2019s abilities deprives companies of talent at a time of higher than average numbers of people resigning<\/a>. Organizations need a strategy to include neurodiverse candidates. For tech companies, neurodiverse talent can mean especially useful strengths, like hyperfocus<\/a>, pattern recognition and attention to detail.<\/p>\nCybersecurity and content marketing consultant Lisa Ventura<\/a>, who is autistic herself, points to what neurodiversity can offer in cybersecurity. \u201c[Some] neurodiverse people are good at finding the proverbial needle in a haystack, the small red flags and minute details critical for hunting down and analyzing potential threats. Other strengths include pattern recognition, thinking outside the box and methodical thinking.\u201d<\/p>\nDifferences are strengths<\/h2>\n
\u201cInstead of focusing only on what makes a neurodivergent person different, we should embrace the benefits different viewpoints and minds bring to the table<\/a>,\u201d says Ventura.<\/p>\nThis untapped potential comes in many forms. People on the autism spectrum have faster pattern recognition<\/a>, attention to detail<\/a> and a stronger memory<\/a>. In the workplace, employers report a range of good qualities including honesty, precision and consistency<\/a>. People with dyslexia have sharper peripheral vision<\/a> and notice more visual anomalies<\/a>.<\/p>\nThom Hartmann, the founder of the Hunter School, describes people with ADHD as \u201chunters in a farmer\u2019s world<\/a>.\u201d Kimi Wright, Operations Executive at UK digital and tech recruiters Adam<\/a>, says the condition means she can multitask efficiently. \u201cI find it easy to juggle many pieces of work. I have been often told my hyperfocus is beneficial, especially when I am doing project work or large copywriting tasks. I research new projects passionately and retain a lot of information. When I see a problem, I jump right into it and work my way out. It\u2019s meant new processes and smoother ways of working within our team.\u201d<\/p>\nThe more diverse your team, the more productive, creative and successful. Having different minds and perspectives can solve communication problems.<\/p>\nLisa Ventura, cybersecurity and content marketing consultant<\/p><\/cite><\/blockquote>\n
Human brains exist on a continuum<\/h2>\n
In his book The Power of Neurodiversity: Unleashing the Advantages of your Differently Wired Brain, Thomas Armstrong<\/a>, Executive Director of American Institute for Learning and Human Development says human brains exist along continuums. People process information, present and communicate differently.<\/p>\nArmstrong explains the \u2018spectrum\u2019 of autism using sociability: Some people with autism are very sociable, some are introverted but relate well to others and some prefer to be alone.<\/p>\n
Uptimize<\/a> is a training platform that helps organizations engage with talent that thinks differently. It uses universal design principles to find out what colleagues, managers and HR can do that will likely benefit everybody.<\/p>\nEd Thompson<\/a>, CEO and founder, says management should ask employees their working style preferences and find ways to accommodate. For example taking sensory sensitivities like noise or bright light into account when designing office layout, recreational spaces or company retreats.<\/p>\nWhen it comes to the remote, hybrid or back-to-office debate, Thompson says there\u2019s no \u2018one size fits all.\u2019 \u201cSome enjoy the control of their own environment. Others miss the stimulation of the office. The key is to be sensitive to each employee\u2019s needs and preferences, without making assumptions.\u201d<\/p>\n
Ventura agrees. \u201cGiving those who are neurodivergent the choice over where and how they work is key. I started to work solely from home in 2015 because I got to the point where I could no longer cope with working in an office. I couldn\u2019t stand the noise, interruption and chatter. But I was brought up to ignore all that and go out to work because it\u2019s what we must do, and I masked how I really felt.\u201d<\/p>\n
Tailored to the individual<\/h2>\n
To level the playing field for neurodiverse people, we must revamp job designs and hiring practices. David Emm, Principal Security Research at Kaspersky, recommends, \u201cthinking outside the box and re-defining the methods we use to draw talented people into our organizations.\u201d<\/p>\n
We must move away from the \u2018survival of the fittest\u2019 mindset and focus on making environments in which everyone can flourish. And it\u2019s not just about the physical environment \u2013 Rejection Sensitive Dysphoria can often come hand-in-hand with ADHD<\/a>. Wright says it helps that her manager checks in regularly, breaking news sensitively and working together on hard days.<\/p>\nIn his book, Thomas Armstrong also talks about the positive feedback loop when neurodiverse people can construct suitable niches for themselves, such as microhabitats<\/a> or subcultures. Anthony Moffa, working as a Software Engineer as part of JP Morgan Chase\u2019s Autism at Work program<\/a>, says, \u201cnot having to pretend I was neurotypical boosted my identity, confidence and self-esteem.\u201d<\/p>\nImproving HR practices<\/h2>\n
HR practices and work cultures must undergo a major revamp to be fair to everyone. Ventura advises job descriptions and advertisements avoid lists of skills and attributes describing the \u2018ideal\u2019 candidate instead focusing on what the role involves and experience needed, making clear what\u2019s desirable versus must-have<\/a>. Requirements like \u2018must have strong teamwork skills\u2019 or \u2018must be a good communicator\u2019 can discourage neurodiverse jobhunters.<\/p>\nEmployers and hiring manager training helps. O\u2019Connell of Global Disability Inclusion says, \u201cWe help managers understand how neurodiverse talent might interact or respond, giving space for candidates to respond and the opportunity for management to truly assess the skills and abilities of these candidates.\u201d<\/p>\n
Aim for an application process that\u2019s accessible by default. Asking for accommodations can be demotivating in an already arduous job search process.<\/p>\n<\/blockquote>\n
Take behavioral-style interview question<\/a>, where interviewers ask candidates for a specific example of using a skill, with questions like \u201ctell me about a time you handled a difficult situation.\u201d Processing large numbers of past experiences and choosing just one can be hard for someone with autism<\/a>. Instead, experts recommend making questions specific and phrasing them in future tense<\/a>, for example, \u201cIf one of your team didn\u2019t want to participate in a project, how would you encourage them to take part?\u201d<\/p>\nShare information in advance, such as interview questions and assessment details. Be open to individual needs and suggest accommodations you can make. For online interviews, Wright suggests displaying the question in chat for the interviewee to refer to.<\/p>\n
Managing neurodiverse employees<\/h2>\n
These tech leaders have cottoned on that all digital products must be accessible.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
O\u2019Connell says not being able to fairly assess a neurodivergent person\u2019s abilities deprives companies of talent at a time of higher than average numbers of people resigning<\/a>. Organizations need a strategy to include neurodiverse candidates. For tech companies, neurodiverse talent can mean especially useful strengths, like hyperfocus<\/a>, pattern recognition and attention to detail.<\/p>\n Cybersecurity and content marketing consultant Lisa Ventura<\/a>, who is autistic herself, points to what neurodiversity can offer in cybersecurity. \u201c[Some] neurodiverse people are good at finding the proverbial needle in a haystack, the small red flags and minute details critical for hunting down and analyzing potential threats. Other strengths include pattern recognition, thinking outside the box and methodical thinking.\u201d<\/p>\n \u201cInstead of focusing only on what makes a neurodivergent person different, we should embrace the benefits different viewpoints and minds bring to the table<\/a>,\u201d says Ventura.<\/p>\n This untapped potential comes in many forms. People on the autism spectrum have faster pattern recognition<\/a>, attention to detail<\/a> and a stronger memory<\/a>. In the workplace, employers report a range of good qualities including honesty, precision and consistency<\/a>. People with dyslexia have sharper peripheral vision<\/a> and notice more visual anomalies<\/a>.<\/p>\n Thom Hartmann, the founder of the Hunter School, describes people with ADHD as \u201chunters in a farmer\u2019s world<\/a>.\u201d Kimi Wright, Operations Executive at UK digital and tech recruiters Adam<\/a>, says the condition means she can multitask efficiently. \u201cI find it easy to juggle many pieces of work. I have been often told my hyperfocus is beneficial, especially when I am doing project work or large copywriting tasks. I research new projects passionately and retain a lot of information. When I see a problem, I jump right into it and work my way out. It\u2019s meant new processes and smoother ways of working within our team.\u201d<\/p>\n The more diverse your team, the more productive, creative and successful. Having different minds and perspectives can solve communication problems.<\/p>\n Lisa Ventura, cybersecurity and content marketing consultant<\/p><\/cite><\/blockquote>\n In his book The Power of Neurodiversity: Unleashing the Advantages of your Differently Wired Brain, Thomas Armstrong<\/a>, Executive Director of American Institute for Learning and Human Development says human brains exist along continuums. People process information, present and communicate differently.<\/p>\n Armstrong explains the \u2018spectrum\u2019 of autism using sociability: Some people with autism are very sociable, some are introverted but relate well to others and some prefer to be alone.<\/p>\n Uptimize<\/a> is a training platform that helps organizations engage with talent that thinks differently. It uses universal design principles to find out what colleagues, managers and HR can do that will likely benefit everybody.<\/p>\n Ed Thompson<\/a>, CEO and founder, says management should ask employees their working style preferences and find ways to accommodate. For example taking sensory sensitivities like noise or bright light into account when designing office layout, recreational spaces or company retreats.<\/p>\n When it comes to the remote, hybrid or back-to-office debate, Thompson says there\u2019s no \u2018one size fits all.\u2019 \u201cSome enjoy the control of their own environment. Others miss the stimulation of the office. The key is to be sensitive to each employee\u2019s needs and preferences, without making assumptions.\u201d<\/p>\n Ventura agrees. \u201cGiving those who are neurodivergent the choice over where and how they work is key. I started to work solely from home in 2015 because I got to the point where I could no longer cope with working in an office. I couldn\u2019t stand the noise, interruption and chatter. But I was brought up to ignore all that and go out to work because it\u2019s what we must do, and I masked how I really felt.\u201d<\/p>\n To level the playing field for neurodiverse people, we must revamp job designs and hiring practices. David Emm, Principal Security Research at Kaspersky, recommends, \u201cthinking outside the box and re-defining the methods we use to draw talented people into our organizations.\u201d<\/p>\n We must move away from the \u2018survival of the fittest\u2019 mindset and focus on making environments in which everyone can flourish. And it\u2019s not just about the physical environment \u2013 Rejection Sensitive Dysphoria can often come hand-in-hand with ADHD<\/a>. Wright says it helps that her manager checks in regularly, breaking news sensitively and working together on hard days.<\/p>\n In his book, Thomas Armstrong also talks about the positive feedback loop when neurodiverse people can construct suitable niches for themselves, such as microhabitats<\/a> or subcultures. Anthony Moffa, working as a Software Engineer as part of JP Morgan Chase\u2019s Autism at Work program<\/a>, says, \u201cnot having to pretend I was neurotypical boosted my identity, confidence and self-esteem.\u201d<\/p>\n HR practices and work cultures must undergo a major revamp to be fair to everyone. Ventura advises job descriptions and advertisements avoid lists of skills and attributes describing the \u2018ideal\u2019 candidate instead focusing on what the role involves and experience needed, making clear what\u2019s desirable versus must-have<\/a>. Requirements like \u2018must have strong teamwork skills\u2019 or \u2018must be a good communicator\u2019 can discourage neurodiverse jobhunters.<\/p>\n Employers and hiring manager training helps. O\u2019Connell of Global Disability Inclusion says, \u201cWe help managers understand how neurodiverse talent might interact or respond, giving space for candidates to respond and the opportunity for management to truly assess the skills and abilities of these candidates.\u201d<\/p>\n Aim for an application process that\u2019s accessible by default. Asking for accommodations can be demotivating in an already arduous job search process.<\/p>\n<\/blockquote>\n Take behavioral-style interview question<\/a>, where interviewers ask candidates for a specific example of using a skill, with questions like \u201ctell me about a time you handled a difficult situation.\u201d Processing large numbers of past experiences and choosing just one can be hard for someone with autism<\/a>. Instead, experts recommend making questions specific and phrasing them in future tense<\/a>, for example, \u201cIf one of your team didn\u2019t want to participate in a project, how would you encourage them to take part?\u201d<\/p>\n Share information in advance, such as interview questions and assessment details. Be open to individual needs and suggest accommodations you can make. For online interviews, Wright suggests displaying the question in chat for the interviewee to refer to.<\/p>\nDifferences are strengths<\/h2>\n
Human brains exist on a continuum<\/h2>\n
Tailored to the individual<\/h2>\n
Improving HR practices<\/h2>\n
Managing neurodiverse employees<\/h2>\n