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The last decade has seen a remarkable opening of new job opportunities for people who are neurodiversea subset of the general population that historically has experienced un-and underemployment rates as high as 85-90% Neurodiversity takes neurological developments traditionally regarded as atypical or even as diagnosable disorders, such as autism or dyslexia, and conceptualizes them as normal human variation Proponents of this perspective suggest that many neurodiverse people possess useful talents and are capable of functioning productively in organizations, but are barred from work opportunities because they are, as exemplars of human variation, 'at the edges of the bell curve' The problem, according to this view, is not with neurodiverse people, but with hiring processes that define talent too narrowly, and especially with reliance on job interviews, which are biased against people with atypical manners of interaction. This view accords with early criticisms of employment perspectives viewing diversity as 'the problem' rather than the problem as inappropriate management of diversity (see Despite slow uptake of this alternative inclusive view of diversity, its validity is being established with prominent companies, such as SAP, Microsoft, DXC Technology, EY, JP Morgan Chase, and Ford, implementing since 2013 employment initiatives that de-emphasize interviews in favor of new inclusive recruiting approaches that have led to celebrated successes in hiring neurodiverse people. In this special issue, we examine some of the primary benefits that firms have realized as well as the challenges they encountered along the way, underscoring the urgent need for researchers and practitioners alike to identify how employment practices can be transformed to be inclusive for all individuals (cf. In this special issue and our introduction to it, we look at the benefits of these new initiatives to the individual, as well as their societal and potential firm or business benefits.
Krzeminska et al. (Mon,) studied this question.