Breaking the Cycle: Why It’s So Easy to Fire Neurodivergent Employees and How We Can Change It

As I reflect on the challenges that neurodivergent individuals face in the workplace, I am surprised by the alarming ease with which they can be laid off or fired. (Hey People Analytics teams, any good data here on disproportionate termination rates?)

In a recent roundtable of neurodivergent executives, I was shocked to see that all were fired from their last role in part because they were operating outside of the societal norms.

When asked the question: Are you going to be fired for your diagnosis, the answer was: Most likely yes. For neurodivergent employees, at some point in their life they may have to navigate a challenge where not picking up on the unspoken rules or unspoken feedback would result in a termination.

For companies this isn’t just about economic decisions; it’s a complex interplay of misunderstanding, bias, and systemic failure. As an advocate for inclusivity in the workplace, I believe it’s crucial to not only address these issues but also to propose actionable strategies to create a more equitable environment for neurodivergent employees.