A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study
通过访谈HR专业人士、主管和神经多样性员工，研究组织如何从优势视角识别、使用和发展神经多样性群体的能力，以促进包容性。
ABSTRACT Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit‐oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths‐based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals ( n = 15), supervisors of neurodivergent employees ( n = 4), and neurodivergent employees ( n = 11). Our findings show that there is significant potential in embracing the strengths‐based approach to promote neurodiversity‐inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths‐based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths‐based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths.