Champion an Inclusive Environment for Neurodivergent Employees and Applicants

Building an inclusive work environment is vital to retaining employees, supporting candidate sourcing efforts, and developing a culture that values well-being. To accomplish this, organizations must learn to accommodate and respect all kinds of human diversity — even in the brain. 

Neurodiversity is the natural variance in how the human brain works from person to person, said Sierra Grandy, founder of Questify Your Life LLC — a Minnesota life coaching service — at SHRM25 in San Diego. This umbrella term encompasses autism, ADHD, dyslexia, OCD, and many other cognitive differences.

Neurodivergent workers may be at a higher risk for mental health conditions, which may affect their engagement at work. Some neurodivergences, such as bipolar disorder, cause mental health symptoms, such as depression. Nearly 1 in 5 U.S. adults lives with a mental health condition, per a 2023 survey by the Substance Abuse and Mental Health Services Administration (SAMHSA).  

Toolkit: Creating a Mental-Health-Friendly Workplace

Some neurodivergent people — such as those with autism or learning disabilities — communicate and process information differently from their peers. These differences are poorly accommodated by traditional hiring practices and corporate culture, explained Daniel Jolivet, who also spoke at SHRM25. Jolivet is a consultant at The Standard, an investment firm and insurance provider in Portland, Ore.

Furthermore, the unemployment rate for neurodivergent people is about eight times higher than for those without any disabilities, according to a 2024 report by the American Enterprise Institute.  

“I like to say it’s like playing life on hard mode,” Grandy explained, comparing her experience with autism to playing a video game on its highest difficulty setting.

Despite neurodivergence’s prevalence and difficulties, it is often undiscussed in the workplace, contributing to stigma, misunderstanding, and cultural barriers that make it more difficult for neurodivergent people to enter the workforce, Jolivet said.

Neurodivergent people bring unique strengths to the workplace, such as creativity, empathy, and resilience, Grandy said. Furthermore, as labor shortages persist, organizations must turn to underutilized pools of talent to meet their needs. Therefore, workplaces that institute neuro-inclusive policies may leverage a strategic advantage in talent acquisition and retention.

Fostering inclusive hiring practices and work environments is not a form of “preferential treatment” for neurodivergent candidates and employees, according to Jolivet. Rather, “you’re trying to overcome the barriers that prevent them from even getting in the door,” he explained.

Related Article: Why You Should Recruit Neurodivergent Workers

Consider the following steps to create a welcoming and supportive environment for neurodivergent professionals. Empower people managers to uphold these aspects of an inclusive culture. 

Building a Neuro-Inclusive Workplace

Eliminate stigma surrounding neurodiversity. Teach employees that neurodiversity is the natural difference in how people experience the world. 

It is crucial for employees to understand that symptoms of neurodivergence should not be treated as problems unless behaviors cause harm to others, said Jolivet. He cited echolalia — when someone automatically repeats words they hear — as an example of a behavior associated with those on the autism spectrum that co-workers may initially find disruptive. Host neurodiversity training to challenge outdated beliefs. It may be helpful to discuss how neurodiversity overlaps with and is affected by other identity categories, which is known as intersectionality.

“If I were a Black man, a lot of my [neurodivergent] traits might come off creepy instead of quirky and silly,” Grandy shared as an example of how bias might affect employees’ perceptions of behavior that doesn’t conform to social norms.

Rethink talent acquisition protocols. Review job descriptions to ensure listings focus on core responsibilities essential to the role’s day-to-day execution, an inclusive hiring practice. Emphasize essential functions and hard skills in job listings to accommodate neurodivergent applicants, Jolivet said. 

Also, consider eliminating communication or interpersonal skills from job descriptions if it is not strictly required for the position’s regular functions. 

Alternatively, use inclusive language that welcomes all candidates to apply, regardless of proficiency in specific modes of communication, when appropriate for the position. For example, require “strong communication skills” rather than specifying that those skills must be verbal. Refrain from seeking “strong understanding of social cues” — emphasize teamwork ability instead.

Group interviews and timed assessments can disadvantage neurodivergent candidates and are generally considered to be outdated screening tools. These methods also fail to account for individual differences in communication abilities and information processing speed, making it more difficult for some neurodivergent professionals to enter the workforce, Jolivet said.

Timed examinations can create unnecessary challenges for those with ADHD or learning disabilities, so they should only be used if the job requires the ability to work under the same time constraints, Jolivet said. He offered a personal example, recalling a psychotherapist licensing exam that was proctored as a time-limited written test. “There’s no reason for that,” he said.

Furthermore, consider whether interview formats create additional challenges for applicants. 

“A neurodivergent person may really struggle with a face-to-face or even virtual interview,” Jolivet said. Consider offering one-on-one interviews, and limit group interviews to positions that require face-to-face communication in comparable settings.

Accommodate sensory sensitivities. Unpleasant, heightened awareness of environmental features, known as sensory sensitivity, is common among neurodivergent people, especially those on the autism spectrum. Bright lights, loud noises, or strong smells can be extremely distracting, even hindering their ability to perform duties effectively. Employers should consider sensory-friendly accommodations, such as:

• Noise-canceling headphones or a white noise machine to muffle sounds.

• Tinted glasses to provide relief from harsh overhead or fluorescent lighting.

• A policy urging co-workers to limit the use of personal fragrances and other scented cosmetics.

Allow flexible communication. Accommodating differences in communication methods and proficiency doesn’t end after the hiring process. 

The same individuals who are challenged by in-person interviews may find face-to-face meetings stressful, for example. These employees shouldn’t be required to attend in-person meetings if video or audio recordings and detailed notes can be provided instead, Jolivet said. 

Employees should strive to communicate effectively and inclusively. For example, an employee with autism may struggle to understand nonverbal forms of communication — such as body language and facial expressions — or figurative language and sarcasm. Employees should discuss expectations in a concise and literal manner.

“It's kind of like working with Amelia Bedelia,” Grandy said, comparing her own personal experience with autism to the fictional children’s book character — an adult known for her literal understanding of directions. “I know that’s frustrating, but give her the right tools and clarity and she could be a really great worker.”