Neurodiversity As a Sustainable DEI Practice: Redefining Human Resource Management Through Inclusive and Innovative Workplaces

Abstract

Neurodiversity has emerged as a critical yet underexplored dimension of diversity, equity, and inclusion (DEI) within contemporary organizations. While awareness of neurodivergent conditions such as autism, ADHD, and dyslexia has increased, organizational responses often remain limited to compliance-driven accommodations rather than systemic integration into human resource management (HRM) practices. This paper reframes neurodiversity as a sustainable DEI practice that contributes to long-term organizational capability, workforce resilience, and innovation. Drawing on a structured review of academic literature, policy documents, and organizational practices, the study examines prevailing levels of neurodiversity awareness, perceived challenges and strengths associated with neurodivergent employees, and the implications for inclusive workplace design. The analysis identifies persistent gaps in managerial understanding, bias embedded within recruitment and performance management systems, and underutilization of neurodivergent talent. At the same time, the review highlights evidence linking neurodiversity to enhanced problem-solving, attention to detail, and innovation outcomes when supportive HR structures are in place. The paper contributes to DEI and HRM scholarship by positioning neurodiversity beyond accommodation, arguing for its integration into sustainable HR strategies. Practical implications are outlined for HR leaders, policymakers, and organizations seeking to move from symbolic inclusion toward structurally embedded, inclusive, and future-ready workplaces.