Barriers and Enablers to Recruiting Neurodiverse Talent
Jose Francis Llenado (RPsy, MA.Org Psy, BS Psy), Carolyn Burr (M.Lead, Grad.Dip.Couns, B.A.)
Untapped Insight Piece
Finding and recruiting talent has been the question organizations have been trying to get right over the last century; the right people in the right places can make all the difference – however, the last few decades have shifted into the context of finding a reservoir of talent outside of the (neuron)typical work profile into the more diverse and inclusive areas of the population. In this insight piece we explore the barriers and enablers finding talent in neurodivergent populations.
Today’s career pathing landscape
Today’s job market demands a more flexible and dynamic workforce - one that can adapt, innovate, and grow in a rapidly shifting technological, economic, and diversity-driven landscape. This marks a significant departure from the traditional, single-line career pathways that have traditionally shaped career development models. Hence, careers of the past have been structured to reflect well-worn pathways which connects jobs and achievements as set by an organisation. Other researchers note that the traditional career can be seen as one where organisational management, hierarchical advancement and low mobility can be distinctive (Gubler, Arnold & Coombs, 2014). In this evolving landscape, the need for divergent and creative thinking is more urgent than ever, and neurodivergent individuals represent a rich, often untapped source of such innovation.
Supporting this shift, a meta-analysis by the U.S. Department of Labor (Strawn et al., 2021) highlights the effectiveness of career pathway programs in helping individuals earn credentials and secure employment in targeted industries. While these programs modestly increased overall employment, those that partnered closely with employers or staffing agencies showed stronger results. Interestingly, programs offering flexible course options or financial aid were less effective in driving job outcomes. These findings suggest that while career pathways are valuable for training and employment, more intentional design and tailored support is needed to ensure they lead to meaningful wage growth and long-term success.
Building on this, Hassan et al. (2022) argue for a more holistic approach to career planning; one that goes beyond static, one-time decision making. In today’s dynamic environment, sustainable career choices require consideration of aspects such as psychological traits, social context, developmental potential, and environmental fact. Their research also emphasized the importance of computer-assisted career guidance systems to process complex, multidimensional data in order to support personalized, long-term planning. Such systems help individuals align their evolving capabilities with labor market trends and social expectations, offering a more adaptive and inclusive model for career development.
Barriers and Enablers for Neurodiversity in career planning
Davies et al. (2023) examines how neurodivergent individuals - such as those with autism, ADHD, or dyslexia, experience employment; highlighting both the barriers they face and the supports that help them excel. Drawing from 37 peer-reviewed studies, the systematic review showed that while neurodivergent employees often bring valuable strengths like creativity, focus, and unique problem-solving skills, they frequently encounter challenges such as stigma around disclosure, inflexible work environments, and social misunderstandings. They further ascertained that success is more likely attained when workplaces offer tailored accommodations, foster inclusive leadership, and provide peer support or mentorship. The authors recommend shifting from deficit-based models to strength-based approaches, implementing neurodiversity training, and revising hiring practices to create more inclusive and productive work cultures. Organisations like Untapped have addressed this need by offering training to workplaces that draws on the beneficial qualities of lived experience, research and community engagement.
In line with the emerging need for neuroinclusion in the workplace, a report by Dacre et al. (2025) promoting Neurodiversity (Unveiling Barriers and Enablers) provides an exploration of how neurodivergent individuals experience project-based work and what organizations can do to foster inclusion. Here are some key findings:
Strengths of Neurodivergent Professionals
Neurodivergent individuals often bring exceptional strengths to the workplace, including creativity, systems thinking, attention to detail, and sustained focus. These skills are particularly valuable in project management and other structured environments. However, these strengths are frequently underutilized due to systemic barriers and a general lack of awareness within organizations.
Barriers to Inclusion
Disclosure of neurodivergence remains a complex and sensitive issue. Many individuals, especially those early in their careers, choose not to disclose due to fear of stigma or misunderstanding. In addition, sensory overload, unclear communication, and unstructured work settings can significantly hinder performance and well-being. Many organizational cultures lack the flexibility and understanding needed to support neurodivergent employees effectively.
Enablers and Support Strategies
Supportive strategies can make a meaningful difference. When disclosure is met with thoughtful support, it can empower individuals and foster inclusive team dynamics. Personalized adjustments - such as flexible hours, clear communication, and quiet zones, create environments where neurodivergent professionals can thrive. Peer support networks and mentorship programs enhance belonging and reduce stress, while structured and predictable meetings help minimize anxiety and improve engagement.
Training and Policy Recommendations
To build truly inclusive workplaces, organizations must revise recruitment practices to reduce bias and accommodate diverse communication styles. Neurodiversity awareness training should be embedded into employee development programs to foster understanding and empathy. Formal policies for reasonable adjustments are essential, including workflow adaptations and strength-based task assignments that align with individual capabilities.
These findings underscore the need for a cultural shift in organizations; one that moves beyond compliance and embraces neurodiversity as a source of innovation and team strength. To build a truly inclusive workforce, organizations must move beyond surface-level diversity efforts and embrace neurodiversity as a strategic asset. By recognizing the unique strengths of neurodivergent professionals and addressing the barriers they face from disclosure stigma to inflexible environments, leaders can unlock innovation, enhance team dynamics, and foster long-term success. With thoughtful policies, inclusive training, and personalized support, workplaces can evolve into spaces where all minds thrive, and where difference is not just accommodated, but actively valued.
In closing, this article underscores that unlocking the untapped potential of neurodiverse talent requires more than inclusive intentions and thoughts - it is about structural change, cultural humility and sustained leadership commitment. It also requires more than a touch of curiosity and adventurous divergent thinking. By addressing systemic barriers and bringing to the fore proven enablers, organizations can move beyond tokenism towards meaningful inclusion. The path forward lies in reimagining recruitment through a neurodiversity-informed lens, where difference is not just accommodated but actively valued as a source of innovation, resilience, and untapped thought leadership.
This Article contains cited materials from existing evidence-based sources. All referenced content is cited using APA format to ensure academic rigor and transparency. A comprehensive list of references is provided at the base of the article, as well as in text citations is the article sections
The reference listing included in this article were constructed with the assistance of AI, which organized APA formatting based on the meta tagging of the bulleted journal articles and references.
Reference List
Strawn, J., Peck, L. R., & Schwartz, D. (2021, December). New insights on career pathways: Evidence from a meta-analysis (Summary brief). U.S. Department of Labor, Chief Evaluation Office https://www.dol.gov/sites/dolgov/files/OASP/evaluation/pdf/New%20Insights%20on%20Career%20Pathways_Evidence%20from%20a%20Meta-Analysis_summary%20brief.pdf
Hassan H, Hussain M, Niazi A, Hoshino Y, Azam A, Kazmi AS. Career Path Decisions and Sustainable Options. Sustainability. 2022; 14(17):10501. https://doi.org/10.3390/su141710501
Adigun, L., Dacre, N., Pontin, D., Tite, C., & Wilkinson, L. (2025). Promoting neurodiversity: Unveiling barriers and enablers in the project management profession. Association for Project Management. retrieved from https://www.apm.org.uk/media/md5drzbv/promoting-neurodiversity.pdf
Davies, J., Heasman, B., Livesey, A., Walker, A., Pellicano, E., & Remington, A. (2023). Access to employment: A comparison of autistic, neurodivergent and neurotypical adults' experiences of hiring processes in the United Kingdom. Autism : the international journal of research and practice, 27(6), 1746–1763. https://doi.org/10.1177/13623613221145377
Gubler, M., Arnold, J., & Coombs, C. (2014) Reassessing the protean career concept: Empirical findings, conceptual components and measurement. Journal of Organisational Behaviour, 35, 23-40. http://dx.doi.org/10.1002/job.1908