6: After the Honeymoon: A Scientist-Practitioner Approach to Neuroinclusion Through Workplace Design and Communication

Neuroinclusion is more than just hiring people. This chapter looks at whether it is ethical to promote neurodivergent hiring initiatives without a greater emphasis after the hiring honeymoon. Therefore, examining neurodivergent employee experiences after the initial post-selection and onboarding of a neurodivergent employee is important. This period is one during which there is a sense of novelty, optimism, and eagerness for the neurodivergent employee. The employee is likely excited, and the organization is optimistic about the contributions the neurodivergent employee can bring. However, as time progresses, challenges related to neurodivergence may become more apparent to either the employee or the workplace related to the organization’s neuronormative expectations. A neurotypical person traditionally learns the neuronormative expectations as they are in their job and may be less affected by the diminishing level of support and instructions as the honeymoon phase ends. However, the neurodivergent employee may not learn these neuronormative expectations as clearly, quickly, or even perceive them as important. Expectations of the organization and team members grow and helpfulness declines as any new employee moves out of the honeymoon phase into the normal employment rhythm. This chapter will emphasize two core areas of practice and research that are especially critical during the post-honeymoon phase to ensure that organizations retain neurodivergent individuals and that those individuals thrive: (1) workplace design and flexibility and (2) communication.