Debunking 5 Common Myths About Neurodiversity in the Workplace

In honor of this year’s Neurodiversity Celebration Week, here are some common misconceptions about neurotypical employees and tips for HR to harness the potential of this group.

As a longtime advocate for neurodiversity, and someone who has spent time with HR directors and executive leaders in nearly every industry, I have seen countless organizations’ neurodiversity hiring be lumped into the “too hard” or “not for us” basket, based on simple misconceptions.

In fact, evidence is accumulating about the benefits of cognitively diverse teams. Studies show that diverse teams are more productive, make better business decisions, and are more innovative. Add to this, it is estimated that around 15-20% of the world’s population exhibits some form of neurodiversity, meaning that those who hesitate to hire neurodiversity candidates are also missing out on a significant portion of their potential workforce.

Large global companies like Microsoft, Goldman Sachs, and IBM are already leading the way with neuroscience hiring initiatives, but common myths continue to skew the broader conversation about bringing neuroscience talent into the workplace.

Below, we debunk five of the most common myths about nervous employees.

Myth 1: Adapting to neurodiversity in hiring practices creates an unfair advantage.

Traditional hiring practices—including job descriptions with strict “must have” requirements and formal interview formats—can be challenging for some neurotypical candidates. But simple facilitation, like sending interview questions to a candidate in advance, can help neurotypicals come in better prepared and showcase their full range of expertise.

This is a way to provide justice to neurotypical candidates who face a much higher unemployment rate than neurotypicals. By adopting a more inclusive hiring process, you create a fairer starting point for these candidates and ensure a level playing field.

Myth 2: Hiring nervous employees is costly and disruptive.

Many employers believe that making accommodations for neurotypical candidates in the workplace is expensive and disruptive to other employees. In fact, many accommodations are simple, affordable, and can be beneficial to all employees.

For example, flexible work hours, relaxed work environments, the provision of written meeting notes and agendas, and the option of remote work can increase productivity and job satisfaction for everyone. In fact, investing in these facilities has been associated with improved employee well-being and reduced fatigue, burnout, and exhaustion.

Adapting to differences in the workplace isn’t something specific to neurotic people – it’s just good people management.

Myth 3: Nervous people are only suitable for technical roles.

Neurodiversity covers such a wide range of experiences and abilities that there are neurodiversity candidates who are a good fit for any type of role. In fact, chances are, you already have several neurodiversity team members who are successful in all of your business functions.

Instead of thinking about why you shouldn’t hire neurotypical candidates, consider what your business would gain if you did.

Myth 4: “We don’t have any neurotypical candidates coming through our pipeline.”

This is something I hear a lot from hiring managers, and while it can be true in some cases, there are several factors that may explain why:

You have neurotypical candidates. You just don’t know it. Like any form of sociocultural difference or disability, people don’t have to declare themselves, and many don’t want to for fear of stereotyping. Others simply don’t see it as a defining factor of who they are.

Your job postings outline rigid “must have” role requirements such as qualifications, past job titles and years of experience. Some neurotic divergent people tend to think in black and white – meaning that if there is one role requirement that they specifically don’t meet, they won’t apply.

You’re not being transparent about your efforts to be inclusive. People may assume that the workplace isn’t welcoming, supportive, or responsive to their needs unless you make it clear that you welcome and are eager to recruit neurotypical volunteers. Sometimes you need to invite people to sit at the table.

Myth 5: Hiring neurotic divergent people leads to cultural mismatch on the team.

Many people are afraid to bring up certain topics, such as neurodiversity or disability in the workplace, worried about saying the “wrong” thing. While this apprehension is well-intentioned, it doesn’t foster a culture of inclusion. Rather, it leads to a reluctance to embrace differences and a perception that these differences will somehow change the culture of an existing team, leading to misalignment between old and new members.

In truth, building a strong organizational culture is not about increasing uniformity, but instead embracing change and fostering an environment where all team members feel valued, supported, and encouraged to share their ideas. Especially in today’s fast-paced business environment, innovation and thinking outside the box are crucial, and history has shown that it doesn’t come from maintaining conformity.

As businesses struggle to navigate a competitive hiring landscape and a digital skills shortage in the marketplace, it’s time to shift our mindset to look beyond individual differences and instead see those differences as opportunities.

So instead of thinking about why you shouldn’t hire neurotypical candidates, consider what your business could gain if you did.