MIT Sloan Management Review Article on Providing Performance Feedback to Support Neurodiverse Employees

There are more neurodiverse people in the workforce than ever before.1 Improved diagnosis, better interventions, and greater education and workforce accommodations have meant new opportunities for people with neurodiverse conditions such as autism, attention deficit hyperactivity disorder, and dyslexia. Research suggests that many neurodiverse people have a strong work ethic, are resilient, and are determined to do well.2 But many function differently when it comes to social interactions, communication, executive attention, working memory, language learning, and sensory processing. Some also suffer from anxiety and depression.

Given a supportive environment, neurodiverse employees can meet or exceed performance expectations.3 Poor management practices, however, such as unsupportive supervision, unclear communication, and inflexible work policies, as well as office politics, noise, and clutter, can compromise their performance. Organizations should promote practices to support and encourage neurodiverse staff members.

About the Author

Maria Hamdani holds a doctorate in management from the University of Oklahoma. She is an associate professor of management in the College of Business at the University of Akron.

Shannon Biagi is a professor of organizational behavior management at the University of West Florida, director of operations of the OBM Network, and CEO and founder of the human service-focused consultancy Chief Motivating Officers.

About the Author

Maria Hamdani holds a doctorate in management from the University of Oklahoma. She is an associate professor of management in the College of Business at the University of Akron. Shannon Biagi is a professor of organizational behavior management at the University of West Florida, director of operations of the OBM Network, and CEO and founder of the human service-focused consultancy Chief Motivating Officers.