If you worked in an in-person work environment pre-pandemic, do you remember your transition to working virtually? Were there moments when you thought, “there’s no way I can do this”? Or were you in your dream work state from day 1?

The global shift to remote work has been closely examined, praised and also criticized. Its impact on the disability employment community is also known. For many, including myself as a stroke survivor and neurodivergent individual, it’s brought benefits: no commuting, living closer to support systems, and more control over time, structure and environment.

Conversely, the pandemic brought job losses, increased isolation, and more barriers for the disability community^[1]. In cases where remote work is available for this community, it can reinforce existing biases, especially for neurodivergent employees navigating virtual norms not built for them.

Before we go further, I want to acknowledge that the term “neurodivergent” encompasses a wide span of individuals with neurocognitive differences. What works well for one person may be a very large barrier for someone else, so I invite you to keep that in mind.

Common Areas of Resistance for Neurodivergent Employees in Virtual Workplaces

• Communication Overload and Ambiguity. Virtual workplaces often rely heavily on written communication tools such as emails, chats, and various online systems. While these tools offer convenience to some, they can also overwhelm neurodivergent employees who may struggle with interpreting tone, understanding ambiguous instructions or accessing the tool at all. As a result, we may experience heightened anxiety leading to potential misunderstandings, feelings of exclusion or appearance of underperforming.
• Excessive Video Conferencing. Video calls have become a staple of virtual work, but for neurodivergent individuals, this format can present significant challenges. Maintaining eye contact, processing verbal and non-verbal cues, handling the cognitive load of constantly switching between speakers can be exhausting, and the pressure of navigating social expectations in a digital format can make video meetings a source of anxiety rather than collaboration. As leaders, offering the video as an option, rather than a requirement, for a meeting may be what a neurodivergent employee needs to be able to focus.
• Lack of Routine and Clear Structure. In virtual settings, employees are often expected to manage their time independently, which can be particularly challenging for some neurodivergent employees. This lack of structure can lead to difficulties in staying focused, managing deadlines, or organizing tasks leaving neurodivergent employees feeling unproductive, possibly resulting in misunderstandings or the perception that they are underperforming.
• Bias in Performance Evaluations. Traditional performance evaluations in virtual environments may unintentionally favor neurotypical individuals as being viewed as more engaged or capable. Neurodivergent employees may feel resistant to evaluations that don’t account for their working styles and communication preferences, leading to feelings of unfairness or being underappreciated.

Opportunities In Front of Us

• Enhance Clarity in Communication. We can adopt clearer, more structured communication practices to reduce misunderstandings for neurodivergent employees. Providing step-by-step instructions, using bullet points and language that emphasizes clarity and directness, defining goals explicitly, and using visual aids can help.
• Rethink Video Meeting Expectations. Organizations can reduce the reliance on video conferencing, and the cognitive load that comes with those, by using asynchronous communication like shared documents, recorded meetings that allow employees to watch them later at their own pace can reduce the pressure of real-time participation. When video meetings are necessary, offering employees the option to keep their cameras off or participate via chat can provide flexibility for those who struggle with the sensory demands of live calls.
• Create Predictable Routines and Structures. We can work with employees to create customized routines that align with their needs such as: providing clear schedules that break down larger tasks into manageable pieces; offering neurodivergent employees flexibility in how they structure their day to accommodate different working styles and attention spans; offering time-blocking tools, automated reminders, and project management apps may be helpful to
• Revamp Performance Evaluations. HR can work with managers to redefine what “engagement” looks like in a virtual setting to a more holistic approach of assessing employee contributions. Offering multiple ways for employees to showcase their work can ensure that neurodivergent employees’ strengths are fully understood and included.

As HR professionals, I believe we have a role to ensure our workplaces are inclusive for all employees. Adapting to different needs comes from recognizing the value that every employee brings, neurodivergent and neurotypical, and ensuring that we all have the opportunity to show up as our best self.

What you may discover from these opportunities is that they benefit many folks on your team, neurotypical and neurodivergent…maybe even yourself.

^[1] https://liveworkwell.ca/disability-inclusion-analysis-covid-19

Jacquelin (Jackie) Connelly, BFA, CPHR (pronouns: she/her) is a white, straight, cisgender woman born in Canada, with Irish and Scottish roots. She’s a daughter, sister, aunt, wife, and dog-mom—as well as a writer, speaker, HR consultant, and certified organizational coach. With over a decade in HR leadership, she’s supported individuals, leaders and teams in recruitment, recognition and engagement, organizational development, EDI and accessibility.