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Employers express a strong willingness to hire neurodivergent workers
Editorial by Christian Saint Cyr
National Director / Canadian Job Development Network
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New research suggests nearly half of employers are open to hiring workers who identify as being neurodiverse but there are still significant numbers for whom it raises concerns; who are unsure how to approach this topic; or who claim to be neutral and neurodiversity doesn't enter into their decision making.
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According to the Canadian Centre for Diversity and Inclusion (CCDI), neurodivergence is "having a style of neurocognitive functioning that is significantly different from what is considered “typical” by societal standards. That is, thinking, behaving, or learning differently than these standards. For example, some people may need to do some kind of repetitive movement (often called “stimming”) in order to pay attention in class. Neurodivergence generally includes people with autism, ADHD, OCD, dyspraxia, dyslexia, dyscalculia, or Tourette's, but others may also identify with the term."
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While employers may be more inclined to hire neurodiverse workers, half of neurodivergent employees surveyed felt that informing their employers about their neurodiversity status might limit their opportunities for career progression or have other negative repercussions, such as being viewed differently in the workplace, which was noted in a study titled, 'Breaking Down Barriers: Improving the Workplace Experience for Neurodivergent Canadians', published by the Conference Board of Canada.
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The 2025 Mental Health and Employability Report from Resume Genius found that 86% of hiring managers wouldn't be affected or would feel positive about an employee disclosing their neurodivergence, including conditions like ADHD, anxiety, or autism.
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In fact, 44% of them said it reflects honesty and self-awareness, while 42% said it wouldn't have an impact on their hiring decisions.
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The findings come despite reports of discrimination during recruitment. In the United Kingdom, research by Zurich last year revealed that neurodivergent adults have been discriminated against by a hiring manager or recruiter because of their neurodiversity.
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This includes 31% who said their application was not taken any further after they disclosed their neurodiversity.
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In Norway, research in 2021 found that job applicants who disclose their mental health problems as an explanation for a gap year are about 27% less likely to be invited to a job interview.
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They are also 22% less likely to receive any expression of employer interest than other applicants without mental health challenges.
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Younger hiring managers are more likely to be open to inclusive hiring
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The latest Resume Genius report indicates a shifting outlook on neurodiversity in workplaces, particularly among younger hiring managers.
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Nearly half of Gen Z hiring managers (48%) said neurodiversity disclosure reflects positively on a candidate, while only 11% of them see it negatively.
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This is also the case for Millennial hiring managers, where 44% see it positively and only five per cent view it in a negative light.
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The openness among younger hiring managers comes as the report noted that they are more likely to receive training on mental health in their organizations.
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According to the report, 47% of Gen Z and 45% of Millennial hiring managers said they received mental health awareness training at work, much higher than the 33% of Gen X and 31% of Baby Boomers.
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How can employers support a neurodivergent workforce?
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While there are lots of ways to support a neurodivergent workforce, the CCDI introduces three areas for consideration: flexibility, clear communication, and listening to employee needs.
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1. Flexibility
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Flexibility can be important for neurodivergent employees, as it allows them to structure their workday according to their unique work styles and peaks in productivity, or to choose a work location that is more suitable for their needs, which enables them to be more productive.
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Schedule flexibility: Neurodivergent employees may have different needs when it comes to work schedules. Offering flexible scheduling options, like adjustable start and end times, can help accommodate varying needs and improve work-life balance.
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Workplace flexibility: Consider offering remote or hybrid work arrangements to provide neurodivergent employees with a comfortable and less stimulating work environment. Remote work can help to reduce potential sensory triggers present in a traditional office setting, allowing employees to focus better and be more productive.
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2. Clear communication
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Clarity in communication can be crucial for neurodivergent employees. Some people may interpret language and social cues differently, making it challenging for them to understand vague expectations or instructions. Ambiguous instructions can also trigger anxiety for individuals who find uncertainty or unpredictability particularly stressful.
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Communicating expectations: Clearly communicate performance expectations and job-related tasks to neurodivergent employees. Providing written guides, visual aids, or checklists can help clarify expectations and reduce misunderstandings.
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Providing clear instructions: Break down tasks into manageable steps and provide clear, concise instructions. Avoid using ambiguous language or jargon and be open to answering questions or providing additional clarification as needed.
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When changes occur: Keep neurodivergent employees informed about any changes in procedures, policies, expectations, or workplace dynamics. Sudden changes can be distressing for individuals who thrive on routine, so providing advance notice and explaining the reasons behind the changes can help ease the transition.
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3. Listening to employee needs
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Everyone has different needs, whether neurodivergent or neurotypical. By seeking out and listening to individual employee needs, employers can provide personalized support and accommodations that enable each employee to perform and contribute to the best of their potential.
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Formal accommodations: Be adaptive and open to providing formal accommodations to neurodivergent employees, as needed. This may include making physical modifications to the workspace like replacing overstimulating lighting, providing assistive technologies, or offering the kind of flexibility mentioned earlier..
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Informal requests: Encourage neurodivergent employees to voice their needs and preferences through informal channels. Create a culture where employees feel comfortable discussing their challenges and seeking assistance from supervisors or colleagues without fear of judgment or stigma.
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Feedback mechanisms: Implement feedback mechanisms such as surveys, suggestion boxes, or regular check-ins to gather input from neurodivergent employees (and everyone else!) about their experiences in the workplace. Use this feedback to identify areas for improvement and make necessary adjustments to better support a neurodiverse workforce.
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At the core of neurodiversity is the idea that people think and react to the world differently. In order to help employees thrive in the workplace, it’s essential to be adaptable to those differences. The practices suggested here would help not only employees who are neurodivergent, but they can also benefit everyone.
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By accommodating diverse cognitive styles and providing support for neurodivergent employees, organizations can unlock the full potential of their workforce and build a culture of empathy, understanding, and respect.
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The Conference Board of Canada prepared this list of ways for employers to make their hiring process more inclusive of neurodivergent candidates including:
- providing interview questions in advance;
- providing multiple options for participating in an interview when appropriate (e.g., in person, virtually, over the phone, over e-mail);
- avoiding abstract and/or behavioural questions (e.g., “If you were a tree, what kind of tree would you be?”);
- focusing on a skills match rather than a personality match;
- providing job seekers with hands-on opportunities to demonstrate their skills;
- writing clear, skills-based job postings that avoid ambiguous language such as “good culture fit.”
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When marketing neurodivergent clients and students to employers, it seems clear the best pathway forward is to focus on education and training. Given that younger managers are more likely to hire workers because they have more experience and training in supporting neurodivergent workers, we should seek opportunities to share this training in our community.
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If you do not provide supports exclusively to neurodivergent individuals, you may want to work with a local disability organization to develop a local course for employers. This can be an in-house training session or a workshop hosted on a YouTube channel. You may also want to conduct a lunch-hour training session at your local chamber of commerce, board of trade, business improvement association or rotary club.
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While neurodivergence might be a challenge your clients need to mitigate, taking these steps is all about setting them up for success in securing a job and excelling in it once they have it. As with all challenges, this should not be the focus of our conversation with employers. For all of our clients, our conversation with employers should be on the unique strengths and abilities each client brings to the workplace.
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We’ll be discussing job development in the food and beverage sector at our #MotivatingMondays meeting of the Canadian Job Development Network, Tuesday May 20th at 8:30am Pacific; 9:30am Mountain; 10:30am Central; 11:30am Eastern; 12:30pm Atlantic and at 1pm in Newfoundland.
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On the morning of Tuesday May 20th 'Click this Link' to join the session LIVE.
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