Many leading global organisations have begun to recognise the immense value neurodivergent people bring to the workplace. According to these forward-thinking leaders, neurodivergent employees drive innovation, strengthen teams, and greatly contribute to organisational success.
Workplace research tells a similar story. Studies show that greater diversity in how people think, feel, and behave at work leads to better team performance and business outcomes. Moreover, organisations that practice neuro-inclusivity report higher levels of employee engagement, satisfaction, commitment, and retention.
Still, there is significant disparity in the quantity and quality of work for the neurodiverse community. Around the world, neurodivergent people are much less likely to be employed and much more likely to be stressed and dissatisfied at work.
So, what can companies do to better support neurodivergent job seekers, candidates, and employees?
Understanding Neurodiversity
The first fundamental step is to understand the meaning of neurodiversity. Neurodiversity is the natural variation in how all people think, learn, relate to others, and experience the world. Typically, neurodiversity is associated with cognitive conditions that impact the way people process information, like autism, ADHD, dyslexia, or anxiety. While some neurodivergent people present with a disability and require specific accommodations, neurodivergence itself is not synonymous with being limited or impaired.
Examine Existing Workplace Practices
The next step is to closely examine existing workplace practices. It is critical to identify any processes, materials, or expectations that may unintentionally exclude or discourage neurodivergent individuals.
From there, organisations can implement meaningful changes to foster a more supportive and high-performing workplace.
Attraction
Attracting top talent requires more than a compelling job posting — it demands a thoughtful approach that resonates with a wide range of job seekers. With a few strategic adjustments, organisations can broaden their reach and create a more appealing, equitable, and straightforward path to employment for all people.
Simplify Your Job Postings
A job posting is often a person’s first impression of your organisation. It is meant to be both informative and inviting. However, for neurodivergent job seekers, unclear or overly broad language can be off-putting. Research shows that neurodivergent job seekers will pass over a job advertisement, even if they are highly qualified, simply because of the way the posting is written.
To make job postings more inclusive, keep the language simple and concrete. Replace abstract descriptions like “strategic thinker” with specific skills and job tasks. Also, differentiate between “must-have” and “nice-to-have” skills so that job seekers clearly understand the role expectations and necessary qualifications.
Offer Alternative Formats
It is also worth exploring alternative formats. Supplementing text-based job postings with audio or video can provide multiple ways for job seekers to grasp and engage with the material. If job seekers clearly understand the role, they may be more encouraged to apply.
Expand Your Search
Next, expand your candidate search and sourcing approach. Traditional approaches — like job boards, referrals, and networking events — do not always reach neurodivergent job seekers, who may have smaller networks or avoid busy career fairs. To build a more inclusive sourcing strategy, consider hosting smaller recruiting events or partnering with organisations that specialise in connecting neurodivergent job seekers with inclusive employers.
Recruitment
For many job seekers, a recruiter’s approach can be the difference between feeling excluded or invited to apply. In general, recruiters who provide a clear and credible message and demonstrate a commitment to diversity reach a greater number of qualified individuals and increase candidate interest.
Train Your Recruiters
To best reach neurodivergent talent, equip your recruiting team with the knowledge to recognise and appreciate neurodiverse behaviours. For example, neurodivergent candidates may communicate differently — they might avoid eye contact, struggle with small talk, or take more time to respond to calls or emails. These behaviours should not be mistaken for disinterest or lack of professionalism, but instead, a different way of interacting with others. Training recruiters to better understand these traits and behaviours can help avoid unconscious bias and ensure promising candidates are not overlooked due to surface-level misunderstandings.
Selection
As organisations continue to prioritise diverse hiring, it is important to take a closer look at the tools and methods used to evaluate job candidates. Even well-intentioned practices can unintentionally disadvantage neurodivergent candidates if they are not designed with inclusion in mind.
Consider Your Methods and Tools
Traditional hiring tools — like structured interviews and personality tests — can inadvertently screen out neurodivergent candidates due to their design. For example, a candidate with ADHD may process questions differently or respond in ways that deviate from neurotypical social norms, leading to an inaccurate or incomplete evaluation of their fit or capability.
To foster a fairer process, consider using a combination of assessment methods. Research shows that when thoughtfully designed, situational judgment tests, work simulations, and certain cognitive tools provide a more equitable experience for both neurodivergent and neurotypical candidates.
Align Content with the Role
Just like the methods and tools, the content of assessments matters. Be mindful of which competencies you measure, how you prioritise them, and how they relate to the job. For instance, not all roles require strong communication and collaboration skills. Assessments that overemphasise socially laden skills may unintentionally favour neurotypical candidates. Instead, consider including competencies where neurodivergent individuals often excel, such as attention to detail, creative problem-solving, and innovative thinking, if they are relevant to the role.
Design with Purpose
From a functional perspective, assessments should be designed with accessibility in mind. Use clear fonts, high-contrast visuals, and user-friendly layouts to reduce sensory strain. Offer flexible response formats — such as written or verbal options — and provide concise instructions to help candidates understand what is expected. These seemingly small adjustments can make a significant difference, not only for neurodivergent candidates but for all candidates navigating the hiring process.
Retention
Attracting, recruiting, and selecting neurodivergent talent is a great start — but keeping them is where organisations truly demonstrate their commitment to inclusion.
Provide Appropriate Accommodations
Organisations that provide workplace accommodations retain more employees. Yet, many are ill-prepared to provide accommodations for neurodivergent workers. Often, it’s not a lack of willingness to support neurodivergent employees, but rather uncertainty around where to begin. One of the most powerful first steps is simply asking employees what they need to succeed.
Invite open dialogue around work preferences and pain points and collaborate to find tailored solutions. Fortunately, accommodations are often easy to implement and more cost-effective than many assume. Common supports include scheduled uninterrupted work hours, noise cancelling headphones, sufficient lighting, and recording meetings.
Just as important as offering accommodations is removing the barriers to requesting them. Many neurodivergent employees hesitate to speak up due to confusing processes or fear of stigma. Simplify and normalise the request system, ensure confidentiality, and communicate that support is not only available — it is encouraged.
Build a Culture of Empathy
More than policies or programmes, it is the day-to-day human experience that shapes someone’s decision to stay or leave their organisation. And, if there is one factor that consistently drives retention for employees, it’s empathy. Empathy involves understanding others’ experiences and responding with care and compassion.
To build a culture of empathy, organisations can start by providing all employees with neurodiversity training. Training should challenge assumptions, clarify misunderstandings, and teach people to embrace different ways of working.
Empathy must also be modeled from the top. Leaders set the tone through their behaviour, language, and response to challenge and adversity. When managers approach team members with curiosity, flexibility, and nonjudgmental support, it creates space for open conversations and strong connections. By cultivating empathy in everyday interactions and integrating it into workplace norms, organisations can create an environment where all employees — especially those who are neurodivergent — feel like they belong.
Four Steps to Promote Inclusion at Work
1. Clarify Language
Make all material clear, concise, and accessible for everyone. Avoid jargon, vague terminology, or any words or phrases that may inadvertently exclude others.
2. Offer Multiple Formats
Supplement written content with audio or video to support different processing styles. Record meetings and provide transcripts when possible. Accommodate different comfort levels by offering both group discussions and one-on-one conversations.
3. Diversify the Evaluation Process
Use a combination of assessment methods to ensure fair and accurate evaluations. Focus on skills and competencies that are directly relevant to the role.
4. Create a Supportive Culture
Foster a workplace where employees feel safe to share needs and preferences. Make the accommodation process simple and stigma-free. Through awareness, training, and inclusive leadership, build a culture where every employee feels valued and empowered.
Kimberly Silva is senior research and development analyst at Talogy, a global talent management company.
She has an MA in psychology and a PhD in industrial and organisational psychology. Work expertise includes organisational culture and change, DEI, assessment, AI and leadership development.