Neurodiversity management in multinational companies – case study

The topic of neurodiversity management is a relatively new area of research in management and quality sciences. The term ‘neurodiversity’ itself was coined only in 1998. Since then, there has been more and more talk about the competitive advantage of companies employing neurodiverse [ND] individuals. Companies that are able to exploit the potential inherent in neurodiversity build strong, innovative teams capable of changing the world for the better. Managing a neurodiverse team requires understanding, acceptance and action to create an inclusive working environment. Nevertheless, it is an investment in the future with tangible benefits for both companies and employees. Despite the benefits of employing neurodiverse people, the majority of these individuals are still rejected by the labour market. The main objective of this article is to identify good practices in neurodiversity management in multinational organisations implementing neurodiversity management programmes, to mention just a few like IBM, Microsoft, EY, SAP, Skanska. Two flagship companies were selected to be investigated in a case study analysis: EY and Microsoft, which even boast on their websites about their good practices and skills in the area of neurodiversity management best practices. EY belongs to the consulting sector and Microsoft to the IT sector, both of which are also active in Poland. The study identified good practices for managing neurodiversity in multinational companies such as customised recruitment process, e.g. in the form of a hiring event, establishing in-ternal support groups for ND employees, and creation of the organisational culture based on acceptance, tolerance and understanding. Following the results of the study, suggestions were made for companies to facilitate the inclusion of neurodiversity in order to create a working environment where both neurodiverse and neurotypical people can thrive, thus contributing to organisational success.