Neurodivergence is used to describe a broad range of neurodevelopmental differences that sometimes can result in a distinct set of challenges for individuals who are interacting with the world around them. It's estimated that up to 20% of the United States population may qualify as neurodivergent. 

Neurodiversity — often referred to as an “invisible” or “silent” disability — includes diagnoses such as ADHD, dyslexia, anxiety, and autism. But these are not deficits; they’re differences and they can be real assets to a business.

Teams with neurodivergent individuals are 30% more productive and have up to a 90% retention rate, according to research by the Harvard Business Review. JPMorgan Chase contends that professionals in its Autism at Work initiative have made fewer errors and were 90% to 140% more productive than neurotypical employees. Professor Julie Logan, of Bayes Business School in London, published research in PubMed in 2009 that shows 35% of entrepreneurs in the U.S. and 20% in Britain showed signs of dyslexia, compared to an estimated 15% in the general population.

Many businesses have reformed their human resources processes in order to access neurodiverse talent, such as Walldorf, Germany-based software company SAP SE; Houston-based information technology company Hewlett Packard Enterprise; Redmond, Washington-based technology company Microsoft; London-based insurance company Willis Towers Watson; Ford Motor Co., of Dearborn, Michigan; and London-based professional services company Ernst & Young.

Other businesses, including Caterpillar Inc., Dell Technologies Inc., Deloitte LLP, IBM Corp., JPMorgan Chase & Co., and UBS, have similar reforms underway.

Despite the advantages that a neurodiverse workforce can bring to an organization, many neurodivergent individuals face challenges that may restrict their ability to gain and sustain employment and can find themselves excluded from the workplace altogether. Some challenges include the misinterpretation of social cues, or sensory overload due to open, noisy, bright environments and may lead to performance issues. Lack of eye contact, an atypical speaking volume or rate of speech, and difficulty reciprocating nonverbal cues can impact an interview and deter a company from hiring the applicant. 

All of these factors have contributed to unemployment and underemployment rates as high as 85% to 90% among neurodivergent individuals. There are several ways for an employer, or prospective employer, to derive benefit from the skill sets of neurodivergent individuals.

Start by asking two questions. First, what strengths do neurodiverse employees bring to the organization? Second, once they’re hired, how do you support and retain those employees?

For instance, employees with attention-deficit/hyperactivity disorder can often excel at creative problem solving and can hyperfocus on tasks that others might find tedious or overwhelming. Many dyslexic thinkers are natural systems thinkers with an aptitude for seeing connections, patterns, and complex reasoning. Those with anxiety can often bring a heightened sense of empathy, leadership potential, caution, and resilience. Autistic individuals can frequently offer deep focus, strong pattern recognition, attention to detail, and a high degree of honesty and integrity.

Hiring a neurodiverse individual means hiring a brain that works differently than the neurotypical majority. With that comes out-of-the-box thinking, diverse leadership styles, and innovative perspectives that can drive real competitive advantage.

When you hire a neurodiverse employee, the expectations for performance and behavior don't change. What does change is the path they may take to find success. That path is often shaped through accommodations, coaching, and thoughtful leadership. And here's the truth: the changes you make to support neurodiverse employees usually end up benefiting the entire team.

Real support starts with understanding executive function skills. These are the mental processes that help us plan, focus, remember instructions, and juggle multiple tasks. Everyone uses them, but neurodiverse individuals often face barriers due to executive function challenges.

The first step for leaders, human resource teams, and managers is to reframe their interpretation of certain behaviors. What some might consider lazy, unmotivated, or disorganized behavior is often someone struggling with executive function. Instead of jumping to conclusions, leaders need to identify the root of the issue — and then provide tools or strategies to address it.

For example, instead of assuming a lack of effort regarding an employee who often comes to Monday meetings unprepared, consider asking them, “Could this be an issue with organization or time management? Would it help to block 15 minutes before the meeting to gather your thoughts and prepare your summary report?”

As an alternative approach to address someone who isn’t replying to a client or following up on a task, resist the urge to assume carelessness or avoidance. Instead, ask what might be getting in the way. Maybe they’re anxious about the interaction, unsure how to respond, or simply need a better system to track communications. These kinds of conversations — curious, compassionate, and practical — help both neurodiverse and neurotypical employees perform at their best. 

While you can’t, and shouldn’t, ask employees if they are neurodivergent, leaders can pay attention to signs of executive function struggles and offer support accordingly. This kind of approach — naming the struggle, then offering a strategy — creates a culture of support, not stigma. That shift benefits everyone, not just neurodiverse team members.

Dr. Francisco Velázquez is the Spokane County health officer at Spokane Regional Health District and is active in the community as a member of numerous boards for professional and nonprofit organizations, including as board chair for the Health Sciences & Services Authority of Spokane County.

Katey Treloar, founder of Executive Function Coaching LLC, helps neurodiverse adults understand their disabilities and develop strategies for success through individualized coaching and workplace training, where she empowers clients to manage executive function challenges and improve their personal and professional lives.