Mapping the lacunae between neurodivergent individuals and work organizations

The evolving workplace landscape necessitates a shift from conventional talent acquisition and retention strategies to practices that foster genuine Diversity, Equity, and Inclusion (DEI). This study examines neurodiversity within Human Resource Management (HRM) through a comprehensive scoping review of literature, aiming to (i) identify critical gaps in the integration of neurodivergent individuals into workplaces and (ii) propose actionable strategies to promote inclusivity and organizational adaptability. Analyzing 17 studies from an initial pool of 60, the authors have identified six key psychosocial domains that highlight significant barriers neurodivergent individuals face, including stigma, fear, and inadequate accommodations, inter alia. Simultaneously, the findings underscore the unique strengths of neurodivergent employees, such as pattern recognition and innovative problem-solving skills, which are increasingly valuable in modern organizations. The review emphasizes the need for nuanced HRM practices that go beyond deficit-based approaches, advocating for proactive interventions such as manager training, tailored accommodations, and cultural shifts to foster neurodivergent inclusive workplaces. By synthesizing existing research and identifying pressing gaps, this study provides a roadmap for future research and practical interventions, contributing to a deeper understanding of neurodiversity's role in reshaping modern organizational DEI practices.