A Study Exploring the Psychological Perspective of Indian Managers on Employing Neurodiverse Talent

Abstract

Introduction: This study explores the psyche of Indian managers when faced with the prospect of hiring  a neurodivergent employee in an Indian business organization. Ten Indian managers were interviewed and thematic analysis was used to extract different themes and subthemes from the collected data. Two main themes comprising of several subthemes emerged from the collected data. The first theme was ‘neurodiversity awareness among Indian managers’. It includes two subthemes: a) little awareness and unfavourable attitude; b) Apprehension regarding competence of neurodiverse employees. The second theme highlights readiness of Indian managers to employ neurodiverse people in their organizations. Subthemes included are a) reasonable workplace accommodations; b) legal aspect of employing neurodiverse individuals; c) fear of ridicule; d) resistance from neurotypical employees.

Objectives: The principle objective of the study was to understand Indian managers perspectives on hiring neurodiverse employees and  their apprehensions regarding the same.

Methods: Semi structured interview questionnaires were prepared based on comprehensive review of literature, consultation with neurodiverse individuals and social workers involved in aiding neurodiverse employees to get gainfully employed. Thereafter thematic analysis based on Braun and clarkes(2006) approach to qualitative thematic analysis was deployed to analyse the data.

Results: Two main themes comprising of several subthemes emerged from the collected data. The first theme was ‘neurodiversity awareness among Indian managers’. It includes two subthemes: a) little awareness and unfavourable attitude; b) Apprehension regarding competence of neurodiverse employees. The second theme highlights readiness of Indian managers to employ neurodiverse people in their organizations. Subthemes included are a) reasonable workplace accommodations; b) legal aspect of employing neurodiverse individuals; c) fear of ridicule; d) resistance from neurotypical employees.

Conclusions: The results have implications for Indian organizations looking to employ neurodiverse talent. Indian managers and employees must be made aware of neurodiversity through organization wide initiative like seminars, lectures and so on,Team building and sensitivity training exercises must be performed to encourage empathy towards neurodiverse individuals. Future researches can look into providing workplace accommodations to neurodiverse employs, employing neurodiverse women in Indian organizations.