At the age of seven, it was said by teachers that graduation from high school—and later, college—should not be expected of Josh. Diagnoses of dyslexia, attention-deficit/hyperactivity disorder (ADHD), and dyscalculia had been given, and with them, low expectations had been set. Like approximately 20% of the global population, Josh had been identified as neurodivergent—a term used to describe individuals whose neurological development and function differ from the dominant societal norms.

A different outcome was made possible, however, through the support of a ninth-grade teacher. Josh’s creativity and leadership potential were noticed, and encouragement to persist in academic efforts was provided. From that moment, a shift in perspective was embraced. Rather than focusing on deficits, strengths were prioritized.

Despite academic achievements—including the completion of a master’s degree—a sense of comfort in the workplace was not immediately felt. Concerns about being judged based on limitations rather than capabilities were carried into early professional environments. Similar concerns are experienced by many neurodivergent individuals, as stigma around neurodivergence continues to be present in the workplace.

A more inclusive environment was finally encountered at a later employer. Understanding and acceptance were shown by colleagues, and unique perspectives were valued. Over time, professional growth was achieved, and the role of vice president for technology learning and development at Synchrony—a consumer financial services company—was earned. Although this experience may appear rare, practical strategies are available that can allow all organizations to support neurodivergent employees effectively. Learning and development (L&D) programs, in particular, can play a central role.

While a universal solution may not be possible, the following actions are recommended:

1. Hiring Practices Should Be Reassessed

High unemployment rates—reported as high as 30-40%—have been experienced by neurodiverse adults. These figures reflect rates that are three times higher than those for individuals with other disabilities, and eight times higher than for those without disabilities. To help address this disparity, a reassessment of hiring practices should be carried out. For instance, the removal of timed tests, the simplification of application forms, and a shift in mindset from hiring for “culture fit” to hiring for “culture add” are suggested. These changes should be included in hiring manager training.

2. Training and Awareness Programs Should Be Leveraged

A lack of widespread understanding about neurodivergence still exists in many organizations. To address this, investment in comprehensive training programs is advised. One such initiative was co-developed in collaboration with the University of Connecticut’s Center for Neurodiversity and Employment Innovation (CNDEI), aimed at equipping executives, managers, HR professionals, and teams with the knowledge and tools necessary to support neurodivergent talent. Other training series, such as those offered by A Brighter Tomorrow and Service Skills’ Neurodiversity at Work, are also being used to raise awareness and promote inclusivity.

3. A Culture of Psychological Safety Should Be Cultivated

Many neurodivergent individuals choose not to disclose their neurodivergence at work, particularly if assistance—such as adaptive technologies or modified workflows—is required. To foster openness, psychological safety must be prioritized. People-first leadership, self-care normalization, and inclusive communication should be incorporated into company culture. When psychological safety is created, disclosure becomes easier, and employees are empowered to advocate for what they need to thrive.

4. Feedback Should Be Actively Sought

The effectiveness of inclusion strategies can best be understood by those most affected by them. Regular feedback should be collected from neurodivergent employees regarding the inclusivity of current practices and the support provided. At Synchrony, feedback is consistently requested to evaluate and improve inclusion programs. Insights from those directly impacted continue to shape the direction of initiatives.

As shared by Judy Reilly, director of CNDEI, “It is critical for companies to understand the advantages that neurodiverse people bring to the workplace. These employees bring a different point of view, are great at problem solving, and tend to be quite loyal to their employers, meaning they are more likely to stay in a job for the long run.”

By embedding neuroinclusivity into hiring, training, workplace culture, and continuous feedback loops, workplaces can be transformed into environments where all employees—regardless of neurological profile—are seen, valued, and supported.