What defines organisational maturity to employ neurodivergent individuals? Moving towards neuro-inclusive organisations

Purpose This article aims to examine the organisational factors that influence the employment of neurodivergent individuals, addressing a significant research gap. While prior research has primarily focused on individual characteristics affecting workplace inclusion, the nature and direction of relationships between organisational determinants of neurodivergent employment remain largely unexplored. To address this, the article introduces the empirical testing of the neurodiversity organisational maturity model (NOMM), which conceptualises organisational propensity and organisational readiness as key determinants of neurodiversity-inclusive employment practices. Design/methodology/approach A quantitative approach was utilised, using confirmatory factor analysis – a statistical technique used to verify the structure of latent constructs – within a structural equation modelling framework, which enables the estimation of relationships between latent variables. Survey data were collected from 1,026 organisations across the information technology, business process outsourcing and manufacturing sectors, providing a robust empirical foundation for evaluating the NOMM framework. Findings The results indicate that business need, inclusive culture, organisational consensus, resource availability and employee awareness are the most significant factors shaping organisational maturity in employing neurodivergent individuals. Additionally, company size, sector and human resource (HR) function development influence organisational propensity. These findings highlight the interplay between cultural attitudes (propensity) and practical implementation capacity (readiness) in fostering neurodiversity inclusion. Practical implications This study provides a diagnostic tool for organisations seeking to become more neuro-inclusive. By distinguishing between organisational propensity factors and readiness, the NOMM helps leaders identify specific areas for development. HR professionals and managers can use the model to assess current practices, guide resource allocation and implement targeted strategies to advance neurodiversity inclusion. As findings show that readiness does not automatically follow from high propensity, interventions must address both cultural intent and structural capability to achieve sustainable, mature neurodivergent employment practices. Originality/value This study provides a structured, measurable framework for assessing and enhancing neurodivergent employment practices. By integrating propensity and readiness, the NOMM offers a novel, data-driven model that extends beyond traditional diversity frameworks. Findings contribute to the broader discourse on inclusive workplaces, offering practical insights for organisations aiming to embed neurodiversity into their HR strategies.