Hiring and Neurodiversity

Hiring folks with unique skill sets and ideas will bring innovation and competitive advantage, but it's more than onboarding neurodivergent staff. Most employers can attract and employ exceptional and top talent. The issue these organizations will face is retention.

The employer can do everything to support their neurodiverse staff. However, specific leaders, in-groups, cliques, and aspects of organizational culture will set these folks up for failure. Before bringing on or recruiting in this space, an organization has to be able to answer two questions. One, do they have empathy? Two, are they willing to change, grow, and respond to the ever-growing needs of their staff?

We need more neurodiversity in leadership; however, employers need to mentor these potential leaders to learn and grow in a safe space. Mentoring those aspiring to lead or take over can help organizations change and become more accepting.

The tone for equitable treatment starts at the top, but if the core is rotten, no matter the traction, the toxicity will come through, and that neurodiverse staff will leave. Those who are neurodivergent tolerate workplace toxicity the least, and the employees departing can be a sign of how bad the culture is.