JPMorgan Chase & Co. is targeting untapped talent through its neuroinclusion strategy, says Nyamusi Lee, the company’s executive director of neuroinclusion strategies.

“Long-term growth and success is dependent on our ability to identify, attract, develop and retain talented employees and foster an inclusive work environment,” she notes.

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According to a 2022 Statistics Canada survey, only 33 per cent of autistic adults aged 20 to 64 said they were employed, reflecting persistent barriers in hiring, workplace design and career progression rather than a lack of capability.

JPMorganChase is expanding its recruitment efforts through partnerships with universities and community organizations, targeting candidates across roles and career levels, including individuals with intellectual and developmental disabilities. It offers a structured entry point through paid internships with integrated supports, followed by clear pathways into permanent roles across various lines of businesses.

“Leveraging unique strengths to deliver impact strengthens our teams and helps drive our business forward,” she adds.

Interview practices are also shifting to better reflect job requirements. “A neuroinclusive interview process focuses on the candidates’ skills and abilities, rather than traditional social cues like small talk or eye contact,” Lee explains.

Read: How employers can support neurodiverse employees

Clear, direct questions and practical assessments are replacing reliance on conversational rapport. Research from the Future Skills Centre suggests this approach improves outcomes for neurodivergent candidates by reducing disclosure anxiety and aligning evaluation more closely with role demands.

Workplace adjustments remain central to retention, including quiet workspaces, modified lighting and written communication supports tailored to individual needs. Technology is playing a growing role. Lee points to large language models as one practical tool, noting they can help break down complex projects into manageable steps, clarify expectations and support day-to-day productivity, particularly for employees who benefit from structured, explicit communication.

Workplace culture is reinforced through mental-health resources, accommodations processes and employee resource groups. The organization has a network of more than 32,000 employees across 36 global chapters, supporting belonging, information sharing and awareness.

“It’s smart business to match the right talent to the right task, bringing an individual’s skills to a value added role they will thrive in,” Lee says. “Creating a neuroinclusive workplace starts with building a culture where everyone feels valued, supported and understood.”

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