Neurodivergence in the Workplace Is Now—Is Your Company Ready or Just Performative?

Companies love to say they support neurodiversity. It’s in the DEI statements. It’s a hashtag during Neurodiversity Awareness Month. Some even have Employee Resource Groups (ERGs) dedicated to neurodivergent employees. 

But talking about inclusion is not the same as building a workplace where neurodivergent talent can truly thrive.

And here’s the reality: 15-20% of the world is neurodivergent.  Some of the most creative, brilliant, and dynamic professionals that I have met or look up to are neurodivergent.

Here is a quick list of well known successful people who either are or suspected to be neurodivergent across tech, art, business and sports:

• Albert Einstein – Theoretical physicist (believed to be autistic or dyslexic)

• Elon Musk – CEO of Tesla and SpaceX (publicly disclosed he is autistic)

• Emily Dickinson – Poet (believed to be autistic)

• Leonardo da Vinci – Polymath, inventor, and artist (believed to have ADHD and dyslexia)

• Michael Phelps – Olympic swimmer (ADHD)

• Nikola Tesla – Engineer and inventor (suspected autistic traits, photographic memory)

• Richard Branson – Entrepreneur, founder of Virgin Group (dyslexic and ADHD)

• Simone Biles – Olympic gymnast (ADHD)

• Steve Jobs – Co-founder of Apple (suspected autistic traits, intense focus)

• Thomas Edison – Inventor of the light bulb (dyslexic and possibly ADHD)

(ChatGPT)

If your company isn’t evolving its hiring, culture, and leadership practices, you’re not just missing out on talent—you’re actively pushing top performers away.

I’ve seen this firsthand: 

• I’ve shaped ERGs from scratch and developed governance structures that make inclusion sustainable. 

• I’ve worked in corporate communications and employer branding, so I know when companies are saying the right things—but not following through. 

• I’ve led talent strategy and hiring, seeing where traditional hiring processes unintentionally exclude neurodivergent candidates. 

  
  

And as a neurodivergent professional and coach, I help individuals navigate careers in systems that weren’t built with different minds in mind. 

If your company says it values neurodivergent talent, ask yourself: 

• Are we making it easier for neurodivergent professionals to get hired here?

• Do our leadership and managers understand neurodivergent workstyles—or do they just expect people to "adapt"?

• Is our workplace designed to help neurodivergent employees thrive—or are we forcing them to self-advocate for basic needs?

  
  

Because if you aren’t thinking about these things, then your inclusion efforts may be more performative than you realize. 

The Top 3 Mistakes Companies Make When It Comes to Neurodivergent Talent

1. Focusing on Accommodations Instead of Inclusion

- Accommodations are reactive—they only happen when someone asks. True inclusion is proactive—it’s about designing workplaces that support neurodivergent employees from the start. 

- If neurodivergent employees have to self-advocate repeatedly for basic needs, that’s not inclusion—it’s a barrier.

2. Using Hiring Processes That Weed Out Neurodivergent Candidates

- Standard hiring practices are built for neurotypical candidates. Some common barriers: 

  - Rigid interview formats that prioritize small talk and charisma over actual skills 

  - Job descriptions filled with vague soft skills ("must be an excellent communicator") 

  - Unspoken social norms that reward masking and penalize direct communication. (Do me a favor—ask somebody who is neurodivergent how many times they have been “coached” [or verbally harassed] about their communication style. They’ll probably say something like the fact it has been their whole life starting in childhood and through adolescence. Because we miss the mark in education around neurodiversity across the board.)

- If your hiring process filters out the very talent you claim to support, it’s time to rethink it. 

3. Expecting Neurodivergent Employees to "Adapt" Instead of Changing Workplace Norms

- Too often, neurodivergent employees are told to: 

  - "Work on their executive functioning." 

  - "Be more flexible with last-minute requests." 

  - "Improve their communication style." 

- But the problem isn’t the individual—it’s the system. Companies need to rethink leadership training, workplace flexibility, and how they define success.

What Companies Need to Do Differently

If you’re serious about hiring, retaining, and supporting neurodivergent talent, it’s time to move beyond lip service. 

Fix Your Hiring Process

- Structured interviews with clear, transparent expectations 

- Alternative assessments (skills-based trials, portfolio reviews, work samples) 

- Providing interview questions in advance to reduce anxiety and improve performance 

Create a Culture That Encourages Authenticity—Not Masking

- Psychological safety for employees to communicate in ways that feel natural 

- Work environments that embrace different thinking styles and communication preferences 

- Education for neurotypical employees about neurodivergent strengths and challenges 

Be Proactive, Not Reactive

- Flexible work models by default—not by request

- Workplace design that considers sensory needs from the start

- Leadership training on neurodivergent strengths, not just "challenges"

Employers: How Ready Is Your Company—Really?

If you say your company supports neurodivergent employees, ask yourself: 

• Can your leadership team confidently explain how your company supports neurodivergent employees beyond accommodations?

• Do managers have training on how to recognize and harness neurodivergent strengths?

• Is your hiring process designed to identify and attract neurodivergent talent—or does it filter them out?

If your company struggles to answer these, it’s time to rethink your approach to neurodivergent inclusion. 

The companies that will thrive in the future of work aren’t the ones that simply accommodate neurodivergence—they’re the ones redesigning their workplaces for it.

The question is: Will your company be one of them? 

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