–Written by Lucy Hoch, HIV DA Clinical Programming Head at GSK Please note, this blog is the opinion of the author and does not represent PHUSE nor necessarily the opinion of the authors employer.

Neurodiversity is seen as an umbrella term that represents a range of human thinking and operating. Individuals have been seen, with a few adaptations in ways of working, to release ‘superpowers’ into organisations in various areas.

We can all be ‘wired’ in different ways, it’s true; in focus, though, neurodiversity represents elements of brain functioning that sit as a niche within that wider distribution, covering conditions such as dyslexia, dyspraxia, ASD (Autism Spectrum Disorder) and ADHD (Attention Deficit Hyperactivity Disorder). Just some of the skills individuals identifying as neurodivergent can bring, with the right support, include hyperfocus, exceptional attention to detail, specialised interests, increased productivity, creativity, and being strong systemisers and problem solvers.

Organisations are starting to join the conversation on neurodiversity, developing neuro-inclusive strategies and helping to demonstrate the positive change needed – some even going as far as having specific roles and recruitment strategies. However, it is estimated that 1 in 7 individuals is neurodiverse (thought to be even higher in programming and mathematical fields) and yet only 1 in 10 companies currently recognise neurodiversity as an important branch in their I&D strategy.

Is the time right then for us as a community of programmers in pharma to take a critical look at how we, too, consider these neurodifferences? We are all recruiting from a depleting pool of candidates, often using recruitment strategies which primarily attract conventional thinkers. Could we be missing the opportunity to recruit from a hidden and somewhat untapped market of non-conventional and diverse thinkers? And can we in turn increase our retention rates by embracing neurodiverse talent, allowing those individuals to be their true authentic selves in the workplace?

In conclusion, could the paradigm shift here be as simple as recognising the gamut of skills seen in the neurodiverse population and form them into the opportunities they present to our teams for a more neuro-inclusive future?

If you would like to share your own thoughts or personal stories around the topic of diversity, then please reach out to communications@phuse.global.