Neurodiversity describes natural variations in how human brains function. When companies recognize these differences as variations rather than dysfunction, organizations open the door to a more capable and creative workforce.
Conditions such as attention deficit hyperactivity disorder (ADHD), autism, and dyslexia represent differences in how people think, process information, and solve problems.
Approximately 20% of the population is neurodivergent, and that figure climbs over 50% for the Generation Z and Generation Alpha cohorts now entering and shaping the workforce. As these younger generations join your organization, the way you support different thinking styles will define your ability to attract and keep top talent.
Employers say the skill set that is typically lacking among employees is critical thinking, Lee Judson, Lead Coach for Bridge2Work Coaching, LLC and the author of a book on neurodiversity at work, said at SHRM26 in Orlando. “However, I’m going to tell you that the neurodivergent usually come up as one of the higher folks for critical thinking.”
Judson and fellow panelist Beth Sirull, president and CEO of the National Organization on Disability, cited many ways in which neurodivergent employees encounter daily friction. Differences in communication style can lead to misunderstandings. Sensory overload from open offices, bright lights, or constant noise can drain focus. Ambiguous expectations and unwritten rules can leave talented people unsure of what success looks like.
These friction points are rarely about ability. More often, they reflect systems that were never built with cognitive diversity in mind.
“Inside of critical thinking is your creativity, your strategic thinking, and your innovation,” Sirull said. “There can be a difficulty focusing with ADHD, but there can also be a hyperfocusing. With the right instructions and clear expectations, the ADHD person will hyperfocus and get it done in half the time, which is why we talk about the neurodivergent being so productive.”
Integrate Neurodiversity into Workplace Systems
The most effective approach builds support directly into everyday systems rather than treating it as an exception. Universal design is the guiding principle. Captioned videos, written instructions, and quiet spaces help neurodivergent employees while improving clarity for the whole team.
Psychological safety is the foundation. People perform at their best when they feel free to ask for clarification, share preferences, and request support without fear of judgment. Build that environment intentionally.
Many helpful accommodations cost little or nothing, including the following:
- Send meeting agendas in advance so people can prepare and contribute fully.
- Offer flexible schedules that account for focus patterns and commute stress.
- Provide noise-canceling headphones to reduce sensory distraction.
- Encourage time blocking to support concentration and task management.
These adjustments pay off. Research from EY indicates that neurodivergent employees can be up to 31% more proficient than their colleagues in in-demand skills when they receive the right support. Small changes unlock measurable performance gains.
Evaluate Current Workplace Practices
Neurodivergent employees are not less capable, less reliable, or harder to manage. Such assumptions create barriers long before any accommodation is discussed.
Support too often depends on whether an individual manager happens to understand neurodiversity. Two employees with similar needs can have different experiences based solely on who they report to. Consistent, organizationwide manager training solves this by giving every leader the same foundation.
Disclosure is another hurdle. Many employees with hidden conditions mask their needs because they worry about scrutiny or stalled advancement. When someone self-discloses or faces a performance concern, resist the urge to assume what will help. Instead, ask the employee directly what supports would let them succeed.
“Neuroinclusion is actually a way to play to people’s strengths and bring these unique aspects of cognitive intelligence out in both our workforce and how we engage and attract customers,” Hiren Shukla, founder of EY’s Neuro-Diverse Centers of Excellence, told SHRM26 attendees via conference call.
Shukla said that in the 12 years he has been working on improving workplaces for neurodivergent employees, he discovered that he is neurodivergent.
"I had no idea that I think differently, I learn differently, I communicate differently, and it wasn’t because it was a lack of anything,” he said. “It was actually part of my DNA; it’s how I’m wired.”
Design Scalable, Strengths-Based Initiatives
Sustainable progress comes from initiatives that can be scaled across the entire organization. Consider these proven approaches:
- Employee resource groups: Groups focused on disability, neurodiversity, and caregiving foster open dialogue and surface practical ideas.
- On-demand training modules: Asynchronous courses let every manager and employee build understanding on their own schedule.
- External coaches: Smaller organizations without in-house resources can bring in neurodiversity or disability coaches to help employees and managers identify effective supports.
- Regular one-on-ones: Consistent conversations let managers learn communication preferences and adjust support before problems grow.
- Standard accommodations: Promote free and low-cost options, such as flexible arrival times and clear agendas, as everyday practice for all.
The goal is not simply to remove friction. It is to leverage strengths. Many neurodivergent professionals bring exceptional creativity, fresh approaches to innovation, and the ability to hyperfocus when given clear instructions. The right systems channel these talents and transform awareness into advantage.
Was this resource helpful?
Validate your HR expertise
Earning your SHRM-CP credential makes you a recognized expert and leader in the HR field.
Related Content
Transform HR with mobile technology to streamline workflows, enhance communication, and boost employee engagement across distributed teams.
A new study found that talent development practitioners believe performance-based assessments are more effective at measuring employee learning outcomes than knowledge tests.
As AI makes deeper inroads into organizations, employee concerns about the technology continue to grow. Here's how HR leaders can address the fear of AI among their own staff, as well as in the wider organization.