Neurodiversity as a Strategic Asset: A Multi-Case Study on Inclusive HR Strategies and Organizational Outcomes
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As organizations strive to foster inclusive, innovative, and resilient workplaces, neurodiversity has emerged as a strategic yet underexplored dimension of human capital. This study examines how inclusive human resource (HR) strategies support neurodivergent talent, using a multiple case study design rooted in the social model of disability and human capital theory. The analysis draws from six global organizations—SAP Labs India, Lemon Tree Hotels, Freddie Mac, JPMorgan Chase, EY, and Microsoft—highlighting practices such as skills-based hiring, manager sensitization, and customized workplace accommodations. While not claiming direct causality, the study finds associations between these strategies and improved employee engagement, organizational adaptability, and operational efficiency. Notable observations include retention rates exceeding 90% and innovation-led process improvements. To guide practice, the paper introduces a four-stage Neurodiversity Inclusion Framework: Assessment, Design, Implementation, and Evaluation. This framework serves as a practical roadmap for HR leaders seeking scalable and sustainable inclusion initiatives. The study also contributes to the literature by reframing neurodiversity not merely as an ethical mandate but as a source of cognitive diversity with strategic business value. Limitations related to the use of secondary data and context-specific insights are acknowledged, offering direction for future primary research.
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