Building a Neurodiversity Hiring Program: Lessons from SAP, Microsoft, and JPMorgan

The Neurodiversity Talent Opportunity

An estimated 15-20% of the global population is neurodivergent, encompassing autism, ADHD, dyslexia, dyspraxia, and other neurological differences. Many neurodivergent people face barriers in conventional recruitment — especially unstructured interviews that test social performance rather than job skills. A number of large employers have built dedicated neurodiversity hiring programs to reach this talent, and their experience offers practical lessons for organisations of any size.

SAP Autism at Work

Program Overview

SAP launched its Autism at Work program in 2013, making it one of the first major corporate neurodiversity hiring initiatives. The program grew out of a pilot at SAP Labs India, where autistic software testers were hired through Specialisterne, a Danish organisation that helps autistic people find technology-oriented jobs. At launch, SAP announced the goal that 1% of its global workforce would be autistic by 2020.

What Worked

• Partnership model: SAP works with organisations that support people on the autism spectrum to source qualified candidates, starting with its partnership with Specialisterne
• Structured onboarding: New hires receive onboarding support, including training on SAP's culture and policies, and mentorship from other employees on the spectrum
• Career development: The program offers development planning and career coaching
• Peer community: An employee-led Autism Inclusion Network brings together colleagues on the spectrum and their allies
• Role matching: SAP's early focus was on roles such as software testing, programming and data quality assurance

Results

SAP now reports more than 240 colleagues in the program across 16 countries. SAP managers have reported that teams with colleagues on the spectrum have an increased sense of belonging and a more respectful, inclusive team culture, and SAP's CEO has said these colleagues contribute significantly to patent applications and innovation.

Microsoft Neurodiversity Hiring Program

Program Overview

Microsoft's Neurodiversity Hiring Program started in 2015 and marked its 10th anniversary in 2025. It hires into a wide range of positions, from early-career engineering roles to corporate roles in finance, customer support and marketing, and in 2024 expanded to Microsoft's data centers across the U.S.

What Worked

• Hiring event instead of a standard interview loop: After a skills review and an online technical assessment or phone screen, qualified candidates are invited to a hiring event that includes skill development and interview preparation
• Support during hiring: Candidates meet job coaches and members of Microsoft's neurodiversity community, and receive one-on-one accommodation support such as additional interview time and longer breaks
• Manager training: The program trains managers in effective coaching skills
• Sharing the model: Microsoft has published a best practices guide to help other organisations run similar programs

Results

By April 2022, Microsoft said it had hired about 200 people across engineering and business disciplines through the program.

JPMorgan Chase Autism at Work

Program Overview

JPMorgan Chase's Autism at Work program started in 2015 as a pilot with a handful of employees on the spectrum in Delaware. By the end of 2023 it spanned more than 40 different roles across nine countries.

What Worked

• Integrated, core jobs: The program focuses on matching people's abilities with sustainable, fully integrated core jobs rather than a separate team
• Playbook and training: The firm developed a playbook for recruiting and interviewing neurodivergent candidates, plus training that covers support for employees on the spectrum and their managers
• Wider disability inclusion structures: The program sits alongside the firm's Office of Disability Inclusion and other disability hiring initiatives

How to Adapt These Models for Smaller Companies

You do not need the resources of a global corporation to run a neurodiversity hiring program. Here is how to adapt the core principles:

Start Small and Focused

1. Identify a few roles where neurodivergent strengths align with job requirements (for example software testing, quality control, research, or content review)
2. Partner with a local organization -- vocational rehabilitation agencies, disability employment services, or autism-focused nonprofits can help with sourcing, coaching, and support
3. Modify your interview process for those specific roles: offer questions in advance, use practical assessments instead of behavioral questions, allow written responses

Build Internal Support

1. Train the immediate team on neurodiversity, communication styles, and sensory considerations
2. Designate a workplace buddy for each new hire
3. Create clear, written processes for the role, avoiding reliance on implied knowledge or unwritten social rules

Leverage External Resources

1. State Vocational Rehabilitation (VR) agencies in the US can introduce employers to qualified candidates, help identify accommodations, help employers access financial incentives such as tax credits, and in on-the-job training programs reimburse all or part of an employee's salary during a training period
2. UK Access to Work grants can pay for specialist equipment and assistive software, and for support workers such as a job coach
3. Specialist organizations such as Specialisterne and auticon can advise on program design

Measure and Iterate

1. Track retention, performance, and accommodation costs from day one
2. Collect feedback from new hires, their buddies, and their managers during the first months
3. Share results internally to build the case for expanding the program

Common Pitfalls to Avoid

• Do not create a "special" program that stigmatizes participants. Integration into mainstream teams with appropriate support is the goal
• Do not assume all neurodivergent people are the same. Autism, ADHD, and dyslexia are different conditions with different strengths and support needs
• Do not neglect retention. Hiring is only the beginning; ongoing support, career development, and promotion pathways are essential
• Do not skip manager training. The direct manager's understanding and support is central to whether a new hire succeeds

Resources

• Specialisterne: specialisterne.com
• Auticon: auticon.com
• Disability:IN: disabilityin.org
• EARN Neurodiversity in the Workplace: askearn.org
• State VR Agency Directory (US): rsa.ed.gov