Facility managers are natural problem-solvers. But one problem they face refuses to go away: finding reliable employees and keeping them.
In today’s labor crunch, one of the most powerful solutions is hiding in plain sight: neurodiverse talent.
Worldwide, 15 percent to 20 percent of the population is considered neurodivergent, yet this massive segment of the workforce remains significantly underemployed, according to Mydisabilityjobs.com. For facility managers, that gap is a staffing opportunity.
The performance upside is just as compelling. Neurodiverse teams can be 30 percent more productive and make fewer errors than neurotypical teams, Mydisabilityjobs.com reports. Companies with neurodivergent hiring programs also see 48 percent higher retention, and 89 percent of organizations that adopt neuroinclusive practices report improvements in morale and engagement.
For facility managers battling labor shortages and growing operational complexity, embracing neurodiversity can be a competitive edge.
Neurodiversity describes the diversity of human minds. It includes people with conditions such as autism, ADHD, dyslexia and other learning differences, motor and neurogenetic conditions, neurological conditions such as epilepsy, and psychiatric conditions such as bipolar disorder.
“When someone has one of these neurodiverse conditions, we consider them neurodivergent,” says Lawrence Fung, director of the Stanford Neurodiversity Project.
If you manage a facilities team, chances are you already work with neurodiverse people, whether or not you realize it. The question is not whether neurodivergent people are on your team, but whether your workplace is set up to help them succeed.
Many neurodivergent conditions come with strategic advantages. Research shows that autism and dyslexia are often associated with strong pattern recognition, exceptional memory and mathematical abilities. Studies also link autism to higher-than-average IQ scores. In real-world terms, these strengths are tailor made for facilities roles that demand precision, consistency and hands-on problem-solving.
Despite these benefits, neurodivergent conditions are often viewed through a medical, deficit-based lens that fixates on what people struggle with instead of what they do well. Fung argues for a shift to a strengths-based model that flips the narrative from limitation to capability.
This model starts with a simple truth: intelligence isn’t one-dimensional. Standard IQ tests routinely miss talents in visual-spatial reasoning, pattern recognition, creativity, mechanical aptitude and artistic skill.
It also recognizes that strengths are contextual. What looks like a weakness in one role can be an asset in another. For example, a hyper-focus on detail might slow down a fast-paced brainstorming session, but will shine like gold when inspecting equipment, troubleshooting systems or ensuring regulatory compliance.
“This model focuses on identifying the strengths of neurodivergent people while also acknowledging that they have challenges,” Fung says. “Instead of trying to turn someone into who they’re not, supervisors can help neurodivergent employees use the strengths they already have. When supervisors recognize and leverage strengths, while still understanding the challenges, they’re more likely to be successful in developing and supporting neurodivergent employees.”
The strengths-based approach also treats development as a journey, not a fixed state. With the right tools, coaching and environment, neurodivergent employees can steadily build skills, confidence and performance over time.
Facilities managers are not expected to diagnose neurodivergent conditions, nor should they try. Instead, they can adopt universal design principles that make work more accessible for everyone.
A helpful analogy is the curb-cut effect, Fung reports. Curb ramps were designed for wheelchair users, but they benefit parents with strollers, travelers with luggage and workers pushing carts. The same idea applies to workplace design.
“If you establish the environment using universal design principles, then you don't need to identify who is neurodivergent,” Fung explains.
For example, pairing verbal directions with written checklists can help employees who process information visually or those who need to refer back to instructions. Giving advance notice for meetings and presentations allows people time to prepare and reduces anxiety for those who struggle with spontaneous communication. Structured routines, shared calendars and digital workflow tools can support executive function and reduce missed steps.
Building these practices into everyday operations helps neurodivergent employees thrive without singling anyone out.
Many effective accommodations are simple, low-cost and beneficial across the board.
One of the most impactful is designing a job to play to an employee’s strengths. For example, an employee who dislikes phone calls but excels at organizing inventory, tracking work orders or documenting procedures may become a standout performer if their role taps into these strengths.
Two-way clarity checks can also make a meaningful difference. After assigning tasks, asking employees to summarize what they understood creates alignment and prevents miscommunication. Establishing explicit communication rules, such as expectations around response times, meeting etiquette, reporting formats and escalation processes, reduces uncertainty and frustration. Providing training in digital tools, note-taking systems and task trackers gives employees practical ways to manage their workload.
These adjustments removes friction that can prevent capable people from doing great work.
Many neurodivergent workers are reluctant to reveal their conditions. They worry that asking for accommodations will be viewed as a weakness or put their jobs at risk.
They have cause for concern. Neurodivergent adults face unemployment rates of 30 percent to 40 percent, eight times higher than people without disabilities, reports mydisabilityjobs.com.
Organizations must normalize accommodations in the same way they accept ergonomic chairs for back pain or safety gear for physical hazards. Leaders should openly communicate that it’s OK to ask for what you need to do your job well.
“When people feel like it’s a safe place to talk, they will tell you what they need,” Fung says. “But if they feel that showing their vulnerability will have a negative impact, they will not speak up. Supervisors need to be ready and willing to provide tools that can help.”
Companies that embrace neurodiversity report higher retention, better morale and stronger team culture. In fact, Mydisabilityjobs.com reports neurodiversity hiring has been shown to improve employee well-being (63 percent), organizational culture (55 percent) and people management practices (53 percent).
Facility managers who embrace neurodiversity often see higher productivity because people are working in roles aligned with their strengths. The organization also benefits from increased creativity and problem-solving, as many neurodivergent individuals excel at thinking outside the box and generating innovative solutions.
Morale and retention also improves. When employees feel appreciated and understood, they develop a sense of loyalty and connection to their company.
Above all, clearer communication, better tools and more thoughtful job design benefit the entire workforce, not just neurodivergent staff.
“Everyone wins when neurodivergent employees are supported, because they become more productive,” Fung says. “When people feel better understood, they become stronger employees. They are more invested in the company, their sense of belonging increases, team morale goes up, and overall outcomes improve.”
Creating a neurodiversity-friendly workplace takes intention, training and a willingness to evolve.
Facilities leaders can start by learning what neurodiversity is and how strengths-based management works. Once they’re trained to spot strengths and support challenges, it’s time to take a hard look at communication styles and onboarding practices.
By shifting from a deficit-based mindset to a strengths-based model, facility managers can unlock untapped talent and build teams where all employees can do their best work.
Ronnie Wendt is a freelance writer based in Minocqua, Wisconsin.
