Who is this research for? Senior leaders, HR executives, and managers responsible for designing, scaling, or overseeing neurodiversity hiring and workforce programs.
Executive Summary
This research from Lauren Simon at the Sam M. Walton College of Business, University of Arkansas (Department of Management), examines why many neurodiversity hiring programs struggle to produce lasting, organization-wide impact. Drawing on prior research and organizational evidence, the study suggests that these initiatives often focus on recruiting neurodivergent talent without making the broader cultural and structural changes needed to support long-term success. The authors find that limited organizational adaptation, unrecognized demands placed on employees, and narrowly designed programs can restrict performance, retention, and career growth. Taken together, the research highlights how treating neurodiversity hiring initiatives as catalysts for broader workplace change—rather than stand-alone programs—may lead to more effective and sustainable outcomes.
Action Items for Industry
- Design programs as organizational pilots, not isolated initiatives: Use neurodiversity hiring programs to test and scale more inclusive hiring, onboarding, and performance practices across the organization.
- Expand managerial involvement beyond a small group: Engage a broader set of managers in recruiting, mentoring, and team collaboration to reduce bottlenecks and improve long-term career mobility.
- Clarify expectations and performance signals: Reduce reliance on implicit norms and informal communication that can create unnecessary friction and misalignment for employees.
- Build pathways for growth, not just entry-level roles: Ensure neurodivergent employees have access to visible projects, cross-functional teams, and leadership development opportunities.
- Normalize individualized work adjustments: Move away from one-size-fits-all accommodations and empower managers to adapt roles, workflows, and collaboration styles as needs evolve.
Quote from the Researcher
"Supporting neurodiversity is ultimately about shaping organizations to better reflect the full range of human talent, not through exception-making, but through evolving how work is designed and managed to enable different ways of contributing."
- Lauren Simon
Co-Authors & Affiliations
- Maira E. Ezerins — University of Central Florida, College of Business
- Timothy J. Vogus — Vanderbilt University, Owen Graduate School of Management
- Elizabeth H. Follmer — University of Washington Bothell, School of Business
Link to the Original Research
Published in Journal of Organizational Behavior, available here.
📩Interested in learning more?
If you’d like additional information about this research or to connect directly with
the researchers, please email us at research@walton.uark.edu.
