Neurodiversity and HRM: a practice-based review and research agenda

• Date: 12 February 2024
• Pages: 1119-1129
• DOI: https://doi.org/10.1108/EDI-12-2023-0424
• Published date: 12 February 2024
• Author: Sophie Hennekam,Kayla Follmer

Neurodiversity and HRM:

a practice-based review

and research agenda

Sophie Hennekam

School of Management, Audencia Nantes, Nantes, France, and

Kayla Follmer

Department of Management, West Virginia University,

Morgantown, West Virginia, USA

Abstract

Purpose –This article provides an overview of lessons we can learn from human resource (HR) policies and

practices related to neurodiversity.

Design/methodology/approach –We conducted a practice-based review using information obtained from

organizations’websites, summarized the information and reflected on how scholars can continue to advance

this area of research based on what is happening in practice.

Findings –The review provided a selective overview of programs and practices per HR cluster: selection and

recruitment; onboarding, integration and retention; job design; flexible work options and working remotely;

training; employee resource groups (ESGs) and support. The review provides a description of practices and

policies implemented within organizations that focus on neurodiversity among employees.

Originality/value –Our review showed that organizations have a multitude of HR practices and policies in

place to include neurodivergent individuals in their workforces, though many of these have not been

empirically investigated. Sharing this knowledge is important so that research insights and practice can

reciprocally influence one another.

Keywords HRM, Neurodiversity, Research agenda, Practice-based review

Paper type Professional insights

Introduction

It has been estimated that around 15–20% of the population worldwide is neurodivergent

(Doyle, 2020) and that this number is increasing. Yet, much remains to be known about

neurodiversity, an umbrella term that includes a range of neuro-cognitive developmental

conditions (Singer, 1999), such as autism-spectrum disorders (ASD), attention deficit and

hyperactivity disorder (ADHD), dyslexia, dysgraphia, dyspraxia, dyscalculia and Tourette

syndrome.

In the context of work, this population tends to occupy a precarious position in the labor

market. For instance, the unemployment rate of neurodivergent individuals is much higher

than the neurotypical population or other disabled workers. For example, in the UK, 78% of

individuals with ASD are unemployed (Office for National Statistics, 2021). These individuals

are often screened out in the early stages of the recruitment process (Cooper et al., 2018) and

their career progression is hindered by the negative stereotypes ascribed to neurodivergent

individuals (Patton, 2019). One way to help overcome such barriers is to establish supportive

organizational policies and practices that allow neurodivergent individuals to flourish

at work.

For both moral and economic reasons, the inclusion of neurodivergent individuals in the

workplace is important. Long-te rm employment yields positive life ex periences for

neurodivergent individuals as it provides structure and meaning to their lives –thus,

increasing employment opportunities for these individuals may also result in increased

quality of life. Additionally, this population provides organizations with a rich, untapped

Neurodiversity

and HRM

1119

The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/2040-7149.htm

Received 4 December 2023

Revised 14 January 2024

Accepted 19 January 2024

Equality, Diversity and Inclusion:

An International Journal

Vol. 43 No. 7, 2024

pp. 1119-1129

© Emerald Publishing Limited

2040-7149

DOI 10.1108/EDI-12-2023-0424