A new generation redefines inclusion at work

Unlike generations before, Gen Z grew up in an era when screening for ADHD, autism, dyslexia, sensory differences and other neurodevelopmental differences became more widespread and accessible.  

Generational psychologist Nancy Doyle writes in Forbes, “In Gen Z, identity politics are normal. They can speak about gender identity, race and neurodiversity as if they were discussing their favorite color. They have less fragility about difference, and ways of defining it.” 

Special education professional learning coach Malory Turner, ’16, shares, “Although there was a greater awareness of disabilities in the early 2000s, it wasn’t as prominent as what Gen Z has experienced. My ADHD wasn’t recognized until my late twenties. When I received the diagnosis, I got a sense of how my neurodivergence contributed to my strengths like creativity and detail orientation.” 

Her story is not unique. Earlier generations, even some millennials, were often overlooked or untreated until later in life, but Gen Z benefited from earlier screening and support in school. This rise in awareness, including Individualized Education Programs (IEPs) and 504 plans outlining accommodations, provided students with access to resources that supported their learning styles.  

“Younger millennials and Gen Z grew up in a world that demands inclusion of differences so that all may flourish,” shares career and business development coach Jenesis Long, ’14, Ed.M. ’16. “Stretching employers and managers to meet their needs is a natural progression toward a more just workplace and society.” 

Diverse thinkers offer an advantage 

Despite this progress, many neurodivergent employees still hide their differences at work. The exhausting effort to conform to neurotypical norms, known as masking, is not only exhausting, but can contribute to the development of burnout, exhaustion and mental distress. 

As organizations have begun to recognize diverse ways of thinking as a strategic asset, occurrences of masking are likely to decline. Neurodivergent individuals often bring unique strengths, offering a one-of-a-kind perspective on solving complex problems and breakthrough ideas through sustained focus, analytical thinking and innovative problem-solving.  

A study by Pureprofile, a global data and insights firm, showed that members of Gen Z who don’t identify as neurodivergent still believe work environments should default to inclusivity, and “are sending a clear message: inclusion should be built in, not added on.” 

It’s not just about culture; cognitive diversity increases the bottom line. 

Research from Deloitte suggests that teams with neurodivergent professionals in some roles can be 30% more productive than those without them. And multiple sources report that JPMorgan Chase’s Autism at Work pilot cohort showed autistic employees completing work 48% faster and up to 92% more productive than neurotypical peers in similar roles. 

Long adds, “Neurodivergent minds catch process errors, experience issues and can greatly improve your organizational structure. If you can offer flexibility and accommodation for someone’s needs to help them do better work, why wouldn’t you?”