Gen Z is shaping neurodiversity at work

Over the past decade, organizations have begun to recognize neurodivergent talent as a strategic asset. Today’s workplaces span four generations, each with different levels of awareness and expectations around inclusion — especially neurodiversity.

While Baby Boomers and Gen X often view accommodations through a lens of compliance and stability (Journal of Diversity Management), Millennials and Gen Z see neurodiversity as core to identity and innovation (Forbes). This generational shift is forcing companies to rethink how they hire, lead, and support their people.

One of the starkest generational divides emerges in the hiring process. Traditional interviews have long favored those who are confident, articulate, and skilled at navigating social cues — traits often associated with neurotypical candidates and older generations’ expectations.

But for Gen Z, which includes a significant proportion of neurodivergent individuals, these old norms can be exclusionary (Deloitte). They are challenging stereotypes and traditional ways of working, in part because they grew up in classrooms that were more accommodating for disabilities (Deloitte), and are using their voices to inform leaders about the often-invisible burdens neurodiverse individuals carry.

Wendy Mayer, Vice President of Candidate Experience at Pfizer, shared a personal story of learning about neurodiversity from a summer intern who introduced her to the concept of “masking”—the exhausting effort many neurodivergent individuals make to conform to neurotypical norms. That moment sparked a realization: Some talent may be overlooked simply because systems and processes were built for another era.

Mayer led a movement to improve Pfizer’s support of neurodiverse individuals, including its hiring process. Instead of traditional interviews, candidates now participate in multiple skills-based assessments. “It’s more about showing than speaking,” Mayer explained. “We let people demonstrate their value.”

The result? Stronger hires, faster onboarding, and a more inclusive culture. Mayer also shared the example of a non-verbal colleague who “builds amazing websites. We allow him to flex his superpower.”

Ernst & Young (EY) started a similar initiative in 2016, with its Neurodiversity Centres of Excellence (NCoE)—technology and innovation teams of self-identifying neurodivergent employees. Today, the NCoE have more than 500 members in 10 countries and a 92% retention rate (Fortune). Heather Tartaglia, who leads the NCoE at EY Canada, emphasizes reframing neurodiversity from a deficit model to a strengths-based one: “Innovation comes from the edges. We don’t want everyone to think the same and be like everyone else. That’s not how you solve complex problems."

Tartaglia outlined five areas where companies can make real change: process, policy, language, environment, and technology. From quiet rooms to inclusive language to assistive tools, these aren’t just accommodations. They accelerate excellence.

For leaders like Mayer and Tartaglia, the risk of losing talent is real. Nearly 4 in 10 (39%) neurodivergent professionals plan to leave their current jobs in the next year due to poor workplace relations (EY) “I joined because of your neurodiversity efforts,” one EY employee told Tartaglia. “I stayed because of them.”

Embracing neuroinclusive practices allows organizations not only to tap underutilized skills across the spectrum of workers but also to meet the cultural expectations of younger generations, over half of whom identify as neurodivergent (Deloitte).

With global talent pools shrinking due to aging populations and declining birth rates, companies that embrace neurodivergent talent now can ensure a sustainable and competitive workforce in the decades ahead.

Already, companies are starting to signal to potential employees that their culture is neurodivergent inclusive. In the US, the use of neurodiversity-related keywords in job postings rose from 0.5% of all postings in January 2018 to 1.3% in December 2024 (Hiring Lab). In the UK, references jumped sixfold from 0.3% in January 2019 to 2.1% in October 2024 (Financial Times).

This language, backed by real support and an inclusive company culture, is likely to attract Gen Z candidates. A survey by Tallo found that 80% of Gen Z would be more likely to apply to a company with materials for neurodivergent employees, and 1 in 5 said they decided not to apply for a job because those resources were lacking (HR Drive).