1. Building a Neurodiverse High-tech Workforce
Eleanor T. Loiacono and Huimin Ren
december 2018

2. Agenda Understanding Neurodiversity Neurodiversity and High-tech Firms
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Agenda
Understanding Neurodiversity
Neurodiversity and High-tech Firms
Arguments for Building a Neurodiverse IS Workforce
Case Companies’ Experiences of Building a Neurodiverse Workforce
Summary of Case Organization’s Experiences in Building a Neurodiverse Workforce
Lessons Learned for Building a Neurodiverse Workforce
Concluding Comments

3. Understanding Neurodiversity
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Understanding Neurodiversity
Neurodiversity is “the variation and differences in neurological structure and function that exist among human beings, especially when viewed as being normal and natural rather than pathological [i.e., disability or impairment]” Dictionary.com
Includes Autism Spectrum Disorder (ASD), Attention Deficit Hyperactivity Disorder (ADHD), Dyspraxia, Dyslexia, Dyscalculia, Tourette Syndrome or other mental variations considered disabilities under the Americans with Disabilities Act of 1990
Just because someone thinks differently does not mean they are deficient or likely to produce poor work
Neurodiverse people can and do contribute significantly to the working world

4. Neurodiversity and High-tech Firms
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Neurodiversity and High-tech Firms
Some high-tech companies encourage and welcome neurodiversity
Microsoft, Facebook, Amazon
They understand that many workers are neurodiverse
However, many do not
How are large high-tech companies engaging with and supporting a neurodiverse workforce?
What can other high-tech firms looking to increase neurodiversity in their workforce learn from their experiences?

5. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Figure 1: Top 20 Terms Used in Tweets Associated with #Neurodiversity Among 12 High-Tech Companies

6. Arguments for Building a Neurodiverse IS Workforce
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Arguments for Building a Neurodiverse IS Workforce
Skillset diversity
Legal pressures
Diversity of perspectives
Demographics
Need for innovation.

7. Case Companies’ Experiences of Building a Neurodiverse Workforce
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Case Companies’ Experiences of Building a Neurodiverse Workforce
Challenges with neurodiverse workforce
How is your company harnessing the talent of neurodiverse workers?
What are the benefits and challenges your company faces when hiring and managing neurodiverse employees?
Case 1: multinational technology firm headquartered in the U. S
Case 2: European-based business that focuses on high-tech services to customers worldwide

8. Case Companies’ Experiences of Building a Neurodiverse Workforce
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Case Companies’ Experiences of Building a Neurodiverse Workforce
Most critical practices that they needed to address
Managerial support
Advocacy and policy
Accommodating individual needs
Recruitment

9. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Figure 2: Four Critical Practices for Building a Neurodiverse Workforce

10. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Summary of Case Organization’s Experiences in Building a Neurodiverse Workforce
Both firms found benefits in neurodiverse workforce
Both firms experienced challenges

11. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Challenges
Resolutions
Perceived Benefits
Identifying Untapped Talent
Rethink the way potential talent is recruited and evaluated, such as creating a special program.
Develop programs and partnerships with companies that can help identify and attract qualified neurodiverse candidates, such as the firm’s autism program.
Listen to neurodiverse candidates and modify programs as necessary.
Increases qualified candidate pool.
Increases diversity in work environment, which is attractive to many candidates and employees.
Diverse teams increase the bottom line.
Increases social image of company.
Enhancing Current Talent
Be open to employees who may have a reasonable request for adjustments to meet their specific needs. Not all employees will have disclosed or identify with being neurodiverse, but minor adjustments may benefit them. For example, this firm created affinity groups where neurodiverse employees can find support, and provided managers with training on neurodiversity, which helps them better support both neurodiverse and neurotypical employees.
Enhances work performance.
Table 1: Summary of U.S. High-tech Firm’s Experiences of Building a Neurodiverse Workforce

12. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Challenges
Resolutions
Perceived Benefits
Evaluating Talent
Rethink talent psychometric testing; think about broader methods of evaluating candidates, like internships and work trials.
Increases qualified candidate pool.
Increasing Employee Success
Be open and reduce the stigma around neurodiversity.
Talk with employees about what would help them succeed.
Provide employee networks and enterprise social networks to help support current neurodiverse employees. These efforts can include establishing steering groups to help determine inclusive best practices, as well as creating workshops to train management, and “passports” to help ease the transition of neurodiverse employees to a new project team.
Supports society and greater world community.
Increases competitive advantage.
Increases agility in the rapidly changing IT environment.
Table 2: Summary of European High-tech Firm’s Experiences of Building a Neurodiverse Workforce

13. Table 3: Summary of Experiences Shared by Both Case Organizations
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Challenges
Resolutions
Perceived Benefits
Cultural Change and Resources
Ensured top leadership support and advocacy of neurodiversity. For example, executives needed to provide funding for training, workshops and alternative recruitment methods.
Encouraged executive role models. Neurodiverse leaders, such as the executive at the European high-tech firm, can have a huge impact on the acceptance of neurodiverse employees.
Created steering committees to ensure issues are confronted head on.
Ensures success of creating a diverse workforce
Increases willingness of others to disclose their neurodiversity and request adjustments that will increase their effectiveness.
Managerial Overhead
Provided training and support for managers to help dispel or challenge neurodiversity assumptions—not all people with dyslexia can’t read and not everyone on the autism spectrum is an amazing coder. Workshops helped to educate managers and eliminate inaccurate assumptions.
Better trains managers, who are more aware of how to manage a diversified workforce
Reinforces good management practices.
Table 3: Summary of Experiences Shared by Both Case Organizations

14. Lessons Learned for Building a Neurodiverse Workforce
Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Lessons Learned for Building a Neurodiverse Workforce
Lesson 1: Ensure Leadership Support through an Executive-level Neurodiversity Sponsor
Lesson 2: Rethink the Hiring Process—Think of Alternatives to Interviewing
Lesson 3: Provide Education and Training
Lesson 4: Create an Environment of Open Communication
Lesson 5: Consider the Societal Impact

15. Building a Neurodiverse High-tech Workforce
Loiacono & Ren – december 2018
Concluding Comments
To maximize their success in the new global digital economy, high-tech firms will need to leverage the talents of the growing population of neurodiverse workers
The 2 cases described in this article show that high-performing high-tech companies have already begun designing the necessary infrastructure to tap into these workers
Will require management training, high-level support, making adjustments to accommodate neurodiverse workers’ needs, and modifying recruitment methods