Neurodiversity Right: The Case for Neurodiversity Employment Programs

ABSTRACT High unemployment rates among neurodivergent labor market participants, combined with the increasing prevalence of neurodivergent conditions and broader labor market forces, have led to organizational investment in neurodiversity employment programs. In this paper, we reflect on the progress made by neurodiversity employment programs, to address the grand challenge of recruiting and retaining neurodivergent employees. We begin by outlining key constructs related to neurodiversity and a theoretical basis for the adoption and execution of neurodiversity employment programs. We also document the emergence and growth of the varying types of neurodiversity employment programs: pre‐hire (internship and hiring), external partner, and post‐hire programs. We argue that these programs, which seek to increase the representation of neurodivergent workers, are taking necessary steps toward reducing barriers to employment for, and leveraging the unique strengths of, the neurodivergent workforce.