Empowering neurodivergent careers: building a sustainable and strengths-based career ecosystem

Purpose Research shows that neurominorities face barriers in achieving their career potential. Hence, there is an increasing need for insights into how a neuro-inclusive and sustainable career ecosystem can be fostered. This study aims to shed light on the strengths-based practices implemented in organizations to develop sustainable career ecosystems for and with neurodivergent workers. Design/methodology/approach This qualitative study is based on in-depth interviews with 31 participants (i.e. HR professionals, line managers and [neurodivergent] employees), follow-up focus groups with 12 participants and a survey with open-ended questions. A hybrid thematic analysis was used to analyze the data. Findings Drawing on sustainable career ecosystem theory and a strengths-based perspective, the authors identify strengths-based practices at the local and societal levels that contribute to a neuro-inclusive, sustainable career ecosystem. At the local level, the (neurodivergent) employee, their team, line manager and organizational representatives (e.g. HR) are key actors that implement practices that shape career sustainability. Influencing these actors, a strengths-based career (coaching) infrastructure is required to provide a solid base for neurodivergent workers’ careers. At the societal level, the authors find support for various institutional drivers influencing local career ecosystems. Originality/value This study draws attention to strengths-based practices that help employees, teams, line managers and organizations to leverage the strengths of neurominorities at work and to create a sustainable career ecosystem for and with neurodivergent workers.