Purpose: Existing management research and management practices frequently overlook the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace and performance outcomes. This paper calls for greater attention to the hidden human capital associated with neurodiversity by mainstreaming implementation of neurodiversity-friendly policies and practices.Design/methodology/approach: Drawing on the ability, motivation and opportunity (AMO) framework, this conceptual paper integrates research on employee neurodiversity and well-being to provide a model of HR-systems level and human capital development policies, systems and practices for neurodivergent minorities in the workplace.Findings: This paper illustrates that workplace neurodiversity, like biodiversity, is a natural phenomenon. For subjective individual psychological and organisational well-being, neurodivergent employees require an empathetic culture and innovative talent management approaches that respect cognitive differences.Practical implications: The case is made for neurodivergent human capital development and policy-makers to promote inclusive employment and decent work in a context of relatively high unemployment for neurodivergent individuals.Originality/value: This paper extends current debates on organisational equality, diversity and inclusion to a consideration of workplace well-being for highly functioning neurodivergent workers. It calls for more equitable and empathetic approaches to investing in employees with neurodevelopmental and cognitive disabilities.

The aim of this article is to examine the opportunities for employees with autism spectrum disorders (ASDs), arising from digital technology (DT) development. The author discusses assistive technology (AT) as a mean of creating a better work environment, making the digitized workplace more friendly for people with ASD. A possible solution of communication problems is replacing the interpersonal communication between employees with electronic (non-direct) forms of communication, such as online communicators or chatbots. Another solution is the implementation of wearable electronic systems, monitoring stress levels and facilitating effective stress control. In the future, the whole digitized workplace could be designed according to a “smart workplace” concept. Sensors recording various human body parameters could be connected to a network with sensors recording physical parameters of the work environment (temperature, humidity, noise, smell, sunlight exposure) and also with controllers of its values, adjusting it dynamically to reduce distracting factors. As a result, communication, stress management, and sensory sensitiveness problems could be limited, improving the work comfort of people with ASD, and their colleagues. The pertinence of solutions proposed was also confirmed by the experts interviewed in the field who were asked to assess it in the context of future implementation.

Purpose: This article examines the opportunities to create optimal conditions for individuals with autism, to work successfully within the contemporary workplace and improve their well-being. These opportunities arise from digital technology (DT) development, enabling the work environment to be remodeled by providing new possibilities and ways of working. The author discusses both technology-based as well as non-technological accommodations supporting overcoming the workplace challenges faced by employees with autism.Design/methodology/approach: A qualitative research was conducted with the use of in-depth interviews with 21 individuals with expertise in the field.Findings: Possible technology-based work environment modifications and non-technological managerial practices facilitating work integration and the long-term well-being of individuals with autism were proposed. These solutions address four main problems: (1) effective communication; (2) time management, task prioritizing, and organization of work; (3) stress management and emotion control; and (4) sensory sensitivity.Practical implications: Proposed solutions include primarily the wide usage of electronic mediated forms of communicating based on non-direct and non-verbal contact; a flexible approach towards work organization; accurate stress monitoring systems; and an individualized approach toward office space arrangements limiting external stimuli.Originality/value: All this could lead not only to an increase in employment in individuals on the autism spectrum but also influence the improvement of the job performance of already employed. Modifications introduced could improve the long-term well-being of all employees, both with autism and neurotypical ones.

This article aims to gain insight into the phenomenon of occupational burnout among employees with autism based on the theoretical framework of the Job Demands-Resources theory and the literature on employees with autism in the workplace. Firstly, we argue that although the resources and demands of the neurotypical and neurodivergent employees might be different, the theoretical mechanism of occupational burnout formation remains similar among the neurotypical and neurodivergent employees, leading to the similar burnout experience. Next, we distinguish key demands that might drain neurodiverse employees’ energy, and spark burnout, and propose a set of resources that might foster their achievement of work goals and mitigate demanding working conditions. We emphasise that the nature of job demands/resources that may cause burnout is not universal but might depend on how employees evaluate them, thus neurotypical and neurodiverse workers who evaluate the same work characteristics differently might complement each other, increasing organisational diversity without losing productivity. Our conceptual elaboration contributes to the theory and practice of healthier workplaces by providing tools and inspiration to managers, policymakers, and all stakeholders interested in creating a diverse and productive workplace. Moreover, our work might spark a much needed debate on occupational burnout among employees with autism and encourage conducting further empirical studies.

In this article, a stress monitoring system tailored for individuals with Autism Spectrum Disorders (ASD) and developed for the educational institution is presented. People with ASD face problems with effective stress management due to their high self-perceived levels of stress, poor ability to cope with it, and difficulties with the accurate detection of the source of stress. Consistently, being able to measure stress appears to be highly vital for this specific group. The design and construction of the measuring system are introduced. The stress monitoring system including autonomic wearable device (wristband), both the electronics and mechanical part, as well as the software application for data analysis are shown. The wearable device includes sensors for measuring heart rate, skin resistance, temperature and movement. A dedicated software application allows for generating reports to evaluate therapeutic effects. The complex stress monitoring system has been tested in an educational institution. It can provide significant support in the stress management of people with ASD and become a meaningful assistance in the therapy of neurodiverse individuals.

Difficulties with interpersonal communication experienced by individuals with autism spectrum disorders (ASD) significantly contribute to their underrepresentation in the workforce as well as problems experienced while in employment. Consistently, it is vital to understand how communication within the employment cycle of this group can be improved. This study aims to identify and analyze the possibilities of modifying the communication processes around recruitment, selection, onboarding, and job retention to address the specific characteristics and needs of the representatives of this group. This qualitative study is based on 15 in-depth interviews conducted with 21 field experts, i.e.,: therapists, job trainers, and entrepreneurs employing people with ASD. The findings of this research informed the creation of an inclusive communication model supporting the employment cycle of individuals with ASD. The most important recommendations within the model that was created include the modification of job advertisements, use of less structured job interviews, providing opportunities for mentorship, and supportive and non-direct, electronically mediated communication. To apply the above-mentioned solutions and take full advantage of the talents of people with ASD, it is also necessary to provide tailored sensitivity and awareness training programs for their direct addressees as well as their neurotypical colleagues, including managerial staff.