Fair360 examined how five best-in-class companies developed, executed and refined their ESG messaging. 

Define Your Purpose and Goals 

Whether it’s reducing carbon emissions, promoting inclusion, or enhancing board accountability, identify the ESG aspects most relevant to your industry and stakeholders.  

After outlining your objectives and identifying the core values that drive your ESG program, align them with your company’s mission and how they guide your decision-making process. All of Fair360’s 2023 Top 10 Companies for Diversity have ESG as a core management responsibility and CEOs that make public stances on ESG issues.  

“At Mastercard, we’re connecting the ‘why’ of our purpose to the ‘what’ of our fundamental business strategy to ensure we deliver long-term growth for our shareholders, build trust with stakeholders, and contribute to a more equitable and prosperous world,” says David Eichberg, Vice President, Sustainability at Mastercard (No. 1 on Fair360’s 2023 Top Companies for Diversity list and No. 2 on the Top Companies for ESG). 

In 2021, Mastercard linked compensation for most senior executives to three global ESG priorities: carbon neutrality, gender pay parity and financial inclusion. In 2022, the company expanded the model to all employees globally.  

“It’s at the intersection of people, prosperity and planet where we concentrate our efforts to drive collective action and demonstrable impact on the communities and environments in which we operate,” adds Eichberg.  

WATCH: 2023 Top 50: Fireside Chat: Navigating the Evolving Challenges of ESG  

Highlight Your Vision and Achievements  

Describe how you envision a more sustainable and inclusive world and how your company works toward that vision through ESG initiatives. Highlight specific achievements and milestones from your ESG journey to help stakeholders understand the broader impact of your efforts. 

Sustainability reports are an effective way companies can highlight their ESG accomplishments. Ninety-two percent of S&P 500 companies published a sustainability report in 2020, compared to 20% almost ten years prior. 

Eli Lilly and Company’s (No. 5 on Fair360’s 2023 Top Companies for Diversity list and No. 10 on the Top Companies for ESG) 2022 ESG report highlights include the reduction of greenhouse gasses by a third, nearly half of women in management globally, the improvement of insulin access in the United States and $358 million spent with Black businesses in the U.S. 

Through the global effort Lilly 30×30, the company aims to improve access to quality healthcare in low- and middle-income countries by 2030. In 2022, the estimated reach of Lilly 30×30  was approximately 13 million people, an increase of 8 million since 2015. 

WATCH: 2023 Top 50: Health Equity With Northwell Health, Centene and Eli Lilly  

Demonstrate Commitment and Transparency 

Emphasize your company’s commitment to transparency and accountability. Communicate how you measure and report your ESG performance, including the frameworks and standards you follow. Eighty-three percent of Fair360 2023 Top 50 survey participants annually review ESG goals, while 80% discuss plans at board meetings.   

In 2018, Hilton (a Hall of Fame company and No. 2 on Fair360’s 2023 Top Companies for ESG) unveiled its Travel with Purpose 2030 goals. Travel with Purpose is Hilton’s ESG strategy to drive responsible travel and tourism globally and create a positive environmental and social impact across its operations, supply chain, and communities. 

Hilton highlights progress toward 2030 goals in its ESG report and during investor calls. The company publicly shares data on its representation commitments as part of its inclusion efforts. Investors receive third-party assured ESG data through annual reports, proxy statements and ESG disclosures. By the end of 2027, Hilton has pledged to achieve global gender parity and 25% U.S. ethnic diversity at corporate leadership levels.   

Integrate Into Business Strategy 

Illustrate how your ESG program is integrated into your core business strategy and woven into your products, services, and operations. Demonstrate that ESG is not just an add-on but an integral part of how you do business.  

With engagement and ownership from its board of directors to operational business owners, The Hershey Company (No. 3 on Fair360’s 2023 Top Companies for Diversity list and No. 22 on the Top Companies for ESG) says ESG shapes every part of its business.   

Hershey recently named its first Chief Sustainability Officer, expanded ESG oversight by the entire executive team and conducted its first climate scenario planning to determine climate change mitigation strategies. In 2022, the candy company also launched an inaugural double materiality assessment to identify and rank the ESG issues that impact Hershey financially and understand how its operations affect the world.   

Hershey says the initiatives will help it deliver long-term sustainable growth. The company reported one of its strongest years in history in 2022 despite record inflation, macroeconomic uncertainty and supply chain disruptions.  

READ: Understanding the ‘G’ in ESG 

Iterate and Evolve 

Your ESG story should be dynamic and evolve as your program progresses. Regularly review and update your narrative to reflect new achievements, challenges, and goals.  

Blue Shield of California (No. 12 on Fair360’s 2023 Top Companies for ESG) included an ESG summary in its annual mission report to showcase its progress.   

“Our environmental, social, and governance efforts are integrated into our prime business strategies with commitments that include the company’s NextGen sustainability goals, efforts toward social justice and diversity, equity and inclusion, and governance such as our commitment to a zero pay-ratio gap,” says Antoinette Mayer, Vice President of Corporate Citizenship at Blue Shield of California.   

The company’s vision is to create a better California by giving back and supporting all its communities. Blue Shield of California introduced Virtual Blue, a virtual-first plan that offers members mental and behavioral health support and integrated primary and specialty care. In addition, the Maternal Child Health Equity Initiative is a new effort that provides community-based resources, doulas and technology tools to support new mothers and their babies.   

“Like many initiatives at Blue Shield of California, we evolve and iterate our environmental, social, and governance strategy by maintaining a learning posture,” says Mayer. “We continue to monitor and learn from best practices in healthcare and other industries. We also continue to educate and engage our board, executive leaders, and employees in this important work and how it integrates and reaches across all parts of our business.” 

This guide aims to provide companies with practical insights, strategies and best practices for onboarding and retaining transgender employees in the workplace.

While LGBTQ+ employees worldwide have progressed in the workplace, many are experiencing unseen challenges and concealed fears at work that hinder their ability to thrive.  

Only 14% of LGBTQ+ employees feel fully supported by their employer and more than half believe their gender identity, expression or sexual orientation has slowed their progress at work, according to a study from Accenture (a Hall of Fame company and No. 4 on Fair360’s 2023 Top Companies for LGBTQ+ Employees list).  

We examined the workplace practices of five of Fair360’s Top Companies for LGBTQ Workers for insights into how they are delivering on the promise to help LGBTQ+ workers thrive and succeed. 

Develop an Inclusive Corporate Culture 

KPMG (No. 6 on Fair360’s 2023 Top Companies for Diversity list and No. 2 on the Top Companies for LGBTQ Employees list) believes that fostering a culture of inclusion for LGBTQ+ people is a priority that begins with top leadership and permeates throughout the firm. 

“Embracing LGBTQ+ inclusion means creating a workplace where every individual feels valued, respected, and able to bring their whole selves to work,” says Elena Richards, U.S. Chief Diversity, Equity, and Inclusion Officer at KPMG.  

“By cultivating an environment that celebrates and supports LGBTQ+ employees, we can attract and retain top talent, enhance employee morale and well-being, and ultimately deliver exceptional results for our clients. We are committed to fostering an inclusive culture where everyone can thrive, and LGBTQ+ inclusion is a vital part of that journey.” 

Leaders should demonstrate a commitment to inclusivity through their actions, policies and public statements, including a zero-tolerance policy for discrimination and harassment based on sexual orientation or gender identity.  

“We’re a company that’s had a non-discrimination policy against sexual orientation as early as 1987,” says Dana Stevenson, Lead Systems Architect AVP at Wells Fargo (No. 32 on Fair360’s 2023 Top Companies for Diversity list and No. 15 on the Top Companies for LGBTQ Employees).  

“We also have a policy of non-discrimination against gender identity in the workforce since 2004. It’s a combination of having these policies behind us to help govern our behavior in the culture in a company that has grown significantly in the last 170 years. But also, having new generations and new diversity segments join our workforce and influence our culture.” 

WEBINAR: The Key to Successfully Onboarding LGBTQ+ Employees  

Implement LGBTQ+ Inclusive Policies and Benefits  

Fair360’s 2023 Top 50 Companies for Diversity have committed to increasing opportunities for segmented populations like LGBTQ+ individuals.  

Employers should ensure that their policies explicitly include protections for LGBTQ+ employees. This includes providing equal benefits and protection from discrimination in every aspect of the employment process, including recruitment, hiring, promotion, compensation and termination.    

“Equal access to medical plans for our LGBTIQ+ people and their partners through Accenture-sponsored medical plans is offered to 100% of our people,” says Beck Bailey, Global Chief Diversity Officer at Accenture. 

“Coverage for transgender-inclusive health care is accessible to 95% of our people through Accenture-sponsored medical plans or government-provided plans. Our people in the U.S. have access to Included Health, an LGBTQ+ friendly concierge service that links our Accenture people and dependents with mental and physical health care tailored to individual and family needs.” 

Through a company named Cariloop, KPMG gives caregiver support to employees and their partners for anyone they consider a loved one, regardless of legal status or relation. 

“Cariloop provides support for everything from pediatric to elder care with access to a dedicated care coach to help navigate challenges by connecting the employee or loved one to a licensed or certified care coach, such as a social worker, nurse, therapist or case manager via phone or video chat,” says Richards. “The program also provides access to an online platform to share notes and status updates with the care coach and family members. All employees can access these benefits, at no cost, on their date of hire.” 

WEBINAR: Instilling Gender-Neutral Practices in the Workplace  

Foster Employee Resource Groups  

Employee Resource Groups (ERGs) are valuable resources for promoting inclusion and supporting marginalized communities. Fair360’s 2023 Top 50 Companies for Diversity have resource groups for employees that identify as LGBTQ+.  

The Pride at Accenture community has more than 90 employee networks and over 119,000 lesbian, gay, bisexual, transgender, intersex and queer allies in all countries in which it operates. 

Over 20 years ago, Dow (No. 7 on Fair360’s 2023 Top Companies for Diversity list and No. 13 on Fair360’s 2023 Top Companies for LGBTQ Employees) formed GLAD, the chemical industry’s first LGBTQ+ employee resource group. Dow’s GLAD ERG has almost four dozen chapters around the globe and the goal of improving LGBTQ+ workplace equality.   

ERGs can also provide mentorship opportunities and facilitate dialogue between employees and management. 2023 is the 20th anniversary of the formation of KPMG’s Pride Advisory Board and its Pride@KPMG Business Resource Group. 

“Pride@KPMG works closely with leadership and other business units to ensure LGBTQ+ inclusion is integrated into strategic plans, policies and practices,” says Richards. “The group leverages its network to provide insights on leading practices and market trends related to LGBTQ+ issues, contributing to the enhancement of client services.” 

Train and Educate Employees 

Offer diversity and inclusion training that explicitly addresses LGBTQ+ issues, terminology, and best practices for creating an inclusive environment. Stevenson says it’s important to make the training mandatory for everyone.   

“Don’t make it a yearly training. Make it continuous, every quarter. Include immersive things like a speed workshop where you get together with leadership and have conversations. Have training that you can do online and whatever is convenient, but make it measurable.” 

Encourage open discussions and provide resources, such as books, articles, and documentaries, to broaden employees’ knowledge and perspectives. Companies can also educate their workforce by working with their human resources departments and employee resource groups or soliciting the help of outside organizations and experts in the field.   

In 2022, Toyota North America (No. 4 on Fair360’s 2023 Top Companies for Diversity list and No. 1 on Fair360’s 2023 Top Companies for LGBTQ Employees) introduced first-time training and education around gender identity.   

“We’ve made it virtual and it’s available anytime somebody wants to do it,” says Stephen Lewis, General Manager of Diversity and Inclusion at Toyota North America. “We’ve heard great feedback on that.”  

Education can take other forms. Accenture offers robust internal programs, including specialized training, networking support and mentoring for our LGBTIQ+ employees.  

“More than 650 people have participated in LGBTIQ+ Leaders Learning, our leadership development program that provides high-potential LGBTIQ+ people and allies with the information, tools and support to continue to build their careers and develop into LGBTIQ+ role models and leaders,” says Bailey. “The trainings are hosted virtually in all locations where Accenture has a presence.” 

Use Inclusive Language and Communication 

As companies look to become more welcoming to members of the LGTBQ+ community, preferred pronouns and gender-neutral language has become more commonplace. Research shows the number of people who know someone who uses gender-neutral pronouns such as “they” instead of “he” or “she” is slowly increasing.   

“It’s not as easy as saying straight or gay and then male, female or transgender,” says Lewis. “There are a lot of different nuances that our team members are identifying with. We want to be current and do the right thing by our team members. We also tapped our team members on the shoulder to help us identify the appropriate categories that people can identify with.” 

Self-identification campaigns have been integral in Toyota North America supporting LGBTQ+ workers. 

“As part of that, we included pronouns and then we relied on the ERG to help us with the pronouns too,” says Lewis. “It’s not just him, her and they, which are the three obvious choices. A lot of team members would identify as she/they, so we made sure we captured that in the pronoun identification as well. Just listening to the voice of the team members has been a big help for us.” 

Employers can also promote inclusive language and communication throughout the organization, including job postings, employee handbooks and company-wide communications.  

In 2022, KPMG released its first Global LGBTQ+ Inclusion Statement. The document sets the tone for the firm at the global level and presents a unified voice in support of LGBTQ+ people and communities.   

Pride Month, Public Advocacy and Partnerships 

Recognizing and celebrating important LGBTQ+ milestones and events, such as Pride Month and the International Transgender Visibility Day, can demonstrate an employer’s commitment to inclusivity.  

“As part of our (Accenture’s) ongoing commitment to advance LGBTIQ+ inclusion, we celebrate key LGBTIQ+ observances throughout the year – such as Bi Visibility Day, Coming Out Day, Transgender Visibility Day and more,” says Bailey. “This Pride season, we removed the colors from our flag as a call to pause, reflect on the meaning of Pride and commit to accelerating a more equal future.” 

In addition to Toyota North America’s policies and programs, the company also supports LGBTQ+ workers through partnerships with organizations like the National LGBT Chamber of Commerce and the Human Rights Campaign. 

“We also partner with LGBTQ community centers around the country in locations where we do business,” says Lewis. “We’re taking a 360 approach to it and we’re doing the very best we can to make Toyota a place where LGBTQ team members can thrive.” 

Companies can also use tools like Fair360’s Pride Month: Meeting in a Box to highlight significant moments in the fight for LGBTQ+ rights and representation and further cultural competence education on the LGBTQ+ community. 

Not only does an inclusive onboarding process positively impact employee satisfaction, retention, productivity and engagement, but it also contributes to a favorable employer brand. Yet, only 12% of employees believe their organization does a great job onboarding new employees, according to research from Gallup. 

“The result of onboarding is that the individual is confident of their ability to succeed, has the tools and knowledge to enable them to succeed and that they’re engaged and driven to succeed,” says Doug Hammond, Division President, Randstad Inhouse Services at Randstad USA (No.16 on the Fair360 2023 Top 50 Companies for Diversity list). “If you don’t deliver on those three, you will fail.” 

Demonstrate Inclusion from Day One 

Almost half of the respondents in a Gallup survey say they want to work for an equitable, inclusive company that welcomes all types of people. Hammond says companies must “put their flag in the ground” and demonstrate their commitment to equity and inclusion.  

“That isn’t something that should go unsaid from the beginning,” he says. “That should be established, then the employee will see it in their everyday lives. They’ll not only hear it, but they’ll believe it because they’re living it.” 

Businesses often make the mistake of focusing on getting new hires to start working as quickly as possible rather than integrating the workers into the company’s culture. Hammond says a connection is even more critical in our distributive work environment.  

“Every single person I put to work in a Randstad office is set up in our client’s building,” he says. “By that very nature, a lot of them are on their own. They don’t work with anybody else from Randstad face-to-face. It’s important for us to have an onboarding process that not only gives people the tools and knowledge to be successful in their role but integrates them into the culture and integrates the culture into them.” 

In the fall of 2021, KPMG (No. 6 on the Fair360 2023 Top 50 Companies for Diversity list) introduced a program called Launch @ Lakehouse for its new hires. The program goes beyond a typical onboarding by offering new hires the opportunity to experience KPMG culture and form bonds with colleagues.   

“For this program, we focused on reimagining a traditional “onboarding presentation” as a truly interactive, skills-based learning experience,” says Sandy Torchia, Vice Chair of Talent and Culture at KPMG U.S.  

Teams are presented with scenarios and challenged to apply KPMG values to proposed situations. Interrelated modules on storytelling, personal brand and networking also give learners hands-on preparation for introducing themselves to colleagues and clients. 

Onboarding vs. Orientation  

Most organizations confuse employee orientation with employee onboarding, says Ron Carruci, a contributor to the Harvard Business Review and author of To Be Honest, Lead with the Power of Truth, Justice & Purpose.  

“Employee onboarding is organizational, social and technical – three distinctly different sets of needs,” says Carruci. “Most companies pay some attention to the organizational onboarding – benefits, parking privileges, technology needs, etc., but forget that the greatest predictors of retention and thriving are deep and genuine social connections and early successes. They fail to create the conditions in which these can readily happen.” 

ADP (No. 15 on the Fair360 2023 Top 50 Companies for Diversity list) says companies should view onboarding as three touchpoints: preboarding, orientation and onboarding. 

Preboarding helps new hires feel a part of the organization before the first day. It can include providing the worker with policy information, including the company’s culture, values and mission. Orientation includes finalizing paperwork and reviewing and electing benefits. Onboarding fully integrates an employee into the company and their new role.  

Staffing and HR experts told the Society for Human Resource Management that the onboarding process should last at least one year. However, ADP says companies spend only seven days onboarding a new hire. In Hammond’s division at Randstad, onboarding for new hires is a 12-week-long process.  

“There’s full buy-in through the organization, from me at the top of the pyramid all the way down to frontline managers,” he says. “Onboarding isn’t an afterthought and it’s not an extra. Onboarding is their job. It’s done during work hours so it doesn’t impact individuals’ lives or put them in a position where they feel like they’re behind because they have to learn their job.” 

Register for Fair360’s webinar The Key to Successfully Onboarding LGBTQ+ Employees on June 14! 

Rethink Onboarding  

The COVID-19 pandemic has transformed how Americans work. Flexibility is the order of the day, with a growing share of people working a hybrid schedule. Hammond says while the workplace has changed, many companies still haven’t adjusted their onboarding experience.   

“A lot of companies in many industries still look at their onboarding process or many of their processes the way it was pre-pandemic, or even farther back in time which is even worse,” he says. “If everything you’re doing is the same way you were doing it in the 2000s, you totally missed the boat,” he says.   

One survey conducted in 2022 found that most workers start searching for a job within three months of being hired, with younger Gen Zers and Millennials leading the trend. Not only does a negative onboarding process leave new hires feeling excluded, but the organizational costs of employee turnover can range from 90% to 200% of a worker’s annual salary. 

“That’s why you see so much churn in the first year of employment for so many people,” says Hammond. “If they don’t have confidence, they’re going to move on because there are lots of options. It’s even more critical now than it ever was.”  

The top 10 companies on Fair360’s Top 50 Companies for Diversity list have onboarding programs for management and non-management full-time and hourly employees. But onboarding isn’t just for new hires. Recently transferred or promoted workers can also benefit from onboarding when moving to a new role or department.  

Measure Outcomes, Incorporate Feedback 

ADP recommends creating an onboarding program with regular check-ins and checklists to monitor the employees’ progress. Companies can also solicit feedback from new hires with anonymous surveys.  

“We have a 360 feedback loop,” says Hammond. “I have an hour with every one of our new hires as the last step of their onboarding. I’ve got a couple of feeder questions to get people going. It’s full direct feedback. I’m essentially the last face they see in their onboarding program.”  

ADP says establishing and measuring metrics can help determine the onboarding process’ return on investment (ROI). The top 10 companies on Fair360’s Top 50 Companies for Diversity list measure the outcomes of their onboarding programs through employee focus groups and surveys, retention rates of new hires and participation in programs like a new hire buddy system.  

In 2022, The Hershey Company (No. 3 on the Fair360 2023 Top 50 Companies for Diversity list) expanded its three-part virtual new employee orientation sessions to include Canada, New Ventures and retail employees. The company also leveraged its business resource group leaders to facilitate monthly virtual lunch n’ learn onboarding sessions, which increased participation by more than 40%. 

Keep It Personal 

Starting a new job can be exciting and stressful, leaving some workers feeling overwhelmed and disconnected. Inclusive onboarding sets the stage for a workplace where every employee feels valued, respected and supported.  

“There’s no one-size-fits-all,” says Carruci. “People from underrepresented groups need especially important care to find their way socially and technically. Organizations are working to improve diverse hiring, but then make it difficult for those hires to build connections within the organization.”  

In 2022, Moody’s Corporation (No. 21 on the Fair360 2023 Top 50 Companies for Diversity list) launched a global New Hire Orientation program to enhance new hires’ onboarding experience and accelerate their job readiness. Key highlights of the program include a new hire guide and a manager onboarding toolkit, which helps managers support new hires through their onboarding journey. 

Companies also enhance their onboarding experience by utilizing employee resource groups (ERGs) to foster collaboration and help new hires learn about company values and policies. While ERGs play an essential role, Carruci says if a company’s culture isn’t one where belonging is intentionally created, the onboarding process by design will be exclusive, not inclusive.   

“Every employee comes to work looking to validate two questions: ‘Do I matter?’ and ‘Do I belong?’ That’s the importance of social and technical onboarding – to make sure employees know the answer is yes.” 

“My supervisor had a very strict understanding of what an office worker was supposed to do. That meant never being more than five minutes late unless there was a train excuse. I was not allowed to have a single typo in an email and that was impossible for me.” 

Stenger remembers the last thing that was said in the exit interview.  

“It’s not that I don’t think you’re working hard, it’s that I think you’re genuinely incapable of doing the job.” 

Stenger felt stupid and lazy and struggled with issues with attention and a messy appearance. It wasn’t until 2022 that Stenger received a diagnosis from a therapist – Attention Deficit Hyperactivity Disorder (ADHD). 

ADHD in the Workplace  

An estimated 15% to 20% of the world’s population have neurodivergent conditions like ADHD, dyslexia or autism spectrum disorder (ASD).  

ADHD is a neurological brain disorder that affects approximately 8 million adults in the United States. How ADHD manifests in the workplace can depend on the individual and the environment. While some people may have difficulty focusing and completing tasks, research shows employees with ADHD can be creative, innovative and out-of-the-box thinkers – approaches that are valued in the workplace.   

“There are some kinds of jobs that people with ADHD are well suited for, including emergency room doctors, traders on the exchange floors, special ops in the military – places where you need to be able to focus intently in emergency-type or high-stress situations,” says Melissa Orlov, author of a Psychology Today blog focusing on ADHD. “There are also a lot of people who are entrepreneurs who have ADHD. If they get the right kind of support, it can be terrific for them.” 

However, support is often lacking in the workplace.  

The unemployment rate for neurodivergent adults is three times the rate for people with a disability and eight times for those without a disability. Workplace productivity and income losses for adults with ADHD can be as high as $138 billion.  

“Employers are missing out on the superpowers of people with neuro–diverse skill sets,” says Adriane Randolph, Tenured Professor of Information Systems at Kennesaw State University, Executive Director of the BrainLab and member of The Ph.D Project. “There are different specialties or advantages and the perceived disadvantages can be advantages given the right settings.” 

Randolph stresses that employers must know how employees learn and work, neurodivergent or not.   

“We all are different,” she says. “Being conscientious that those differences can be our accelerators. Leaning into opportunities to allow that individuality to happen and thrive within the workspace will be key.” 

READ: The Growing Importance of Neurodiversity in the New Era of Work 

Disclosing ADHD at Work  

Deciding whether to disclose if you have ADHD in the workplace is a personal decision. While some people may feel uncomfortable talking to their employer, disclosing might help them get accommodations to perform better at work. The Top 10 companies on DiversityInc’s 2022 Top 50 Companies for Diversity list allow workers to self-identify their disability status.  

“Start working with an immediate boss whom you trust about your working style and what works the best for you, rather than labeling it with ADHD and see how far you can get,” says Orlov.  

READ: The Expansion and Evolution of Self-Identification Campaigns 

Charles-Edouard Catherine, Director of Corporate & Government Relations at the National Organization on Disability (NOD), emphasizes that relationships between managers and employees are critical.  

“If you’re a manager, be mindful of all the things you could offer to make your employees’ lives easier and simpler,” he says. “You’ll find that in many scenarios, you’ll unlock potential because you’ll remove the fear, remove the apprehension. We know that people with disabilities who disclose have a longer tenure with a company.” 

ADHD is recognized under the Americans with Disabilities Act (ADA). To be protected by the ADA, you must have a disability that limits major life activities, such as working or learning.  

Despite the law, bias in the workplace is an unfortunate reality. A study commissioned in the U.K. found that 65% of neurodivergent employees feared discrimination from management.  

Catherine, who is blind, shared how disclosing a disability can be a harrowing experience.  

“I was afraid of discrimination and backlash. I was not comfortable with my own identity. Those are all very good reasons not to disclose,” he says. “That’s a journey at a personal level. That’s also a way where employee resource groups can play a big role. Having the right mentorship programs for people as an option for a company can be very helpful.” 

READ: What it Means to Be a Disability Ally  

Nurturing Neurodiverse Talent   

EY (a DiversityInc Hall of Fame company) says companies that embrace neurodiversity can gain a competitive advantage in areas including productivity, innovation and talent retention. In 2016, EY introduced its first neurodiversity center in the U.S.ADD to drive awareness and increase the employment rate of neurodivergent individuals. 

Mastercard (No. 2 on DiversityInc’s 2022 Top 50 Companies for Diversity list) launched a neurodiversity pilot program in 2021 to recruit neurodivergent candidates for full-time job opportunities in St. Louis. The company shifted its hiring process from interview-style to project-based to allow potential candidates to showcase their talents through active learning and presentations. 

“Recruiting neurodiverse talent is just the smart thing to do, as the diversity of our employee base and different perspectives lead to greater innovation. Ultimately, it’s better for business,” says Arlene González-Pagán, VP of Diversity, Equity & Inclusion at Mastercard.  

In 2022, Walgreens (No. 40 on DiversityInc’s 2022 Top 50 Companies for Diversity list) expanded efforts to recruit neurodiverse talent through a partnership with the nonprofit organization Neurodiversity in the Workplace. Walgreens also redesigned its annual bonus plan in the U.S., becoming the first in the S&P 500 to include disability representation as a separate, standalone metric within a disclosed incentive plan. 

KPMG’s (No. 11 on DiversityInc’s 2022 Top 50 Companies for Diversity list) Abilities in Motion business resource group (BRG) has two subcommittees designed to support members of the neurodiverse community. The firm implemented the Neurodiversity@Work initiative, which focuses on supporting neurodiverse workers. KPMG has also partnered with third-party vendors that provide newly hired neurodivergent employees with job coaches and transitional support post-hire.  

“Recruiting neurodivergent talent aligns with KPMG’s values, mission, and business imperatives,” says Annette Rosta, Accessibility Leader at KPMG U.S. “Everyone is to some extent differently abled or differently skilled. We want to hire the best talent and invest in their development to support the next generation of inclusive leaders given our experiences.”  

In 2022, Rosta was appointed as KPMG U.S.’s first-ever Accessibility Leader to help the company expand its efforts in hiring recruits with apparent and non-apparent disabilities.  

Meeting in a Box: Disability Employment Awareness Month  

Creating an Inclusive Culture  

Stenger says education and awareness are among the best practices companies can implement to create an inclusive culture for neurodiverse workers.   

Companies can begin by providing all employees with an overview of what ADHD is, how it can affect individuals and some common symptoms. Resources can be provided through the company’s intranet and wellness efforts, including sensitivity training, tips for communication and myths and misconceptions. Almost half of the participating companies in the NOD’s 2022 Employer Tracker reported that managers and supervisors must attend annual disability training. 

“Companies are getting better and introducing more training for awareness,” says Stenger. “HR departments are becoming more flexible. Accommodation processes are getting easier. What I love is that over time, especially with the pandemic, awareness of ADHD has taken off.” 

Reasonable accommodations can include providing written instructions or visual aids, allowing for sensory breaks or providing mentoring as needed.   

“With ADHD in particular, some of the accommodations that can be made will look like breaches in professionalism for people who are used to a traditional office environment,” says Stenger.  

Offering flexible work hours or providing alternative formats for information or tasks can help individuals with ADHD better manage their responsibilities. Assistive technologies like noise-canceling headphones can also help minimize distractions.  

Stenger has moved on from the unfortunate work experience eight years ago and is the Senior Manager of Corporate and Foundation Relations at the NOD. Since receiving a diagnosis in 2022 and the pandemic allowed work-from-home options, Stenger’s career has flourished.   

“Today was hard for me because I wasn’t doing as best as I could. I’ve said that a couple of times to my supervisor. She’s been so understanding and said, ‘yeah, but you killed it yesterday. You’re doing so well overall.’ That’s a change in culture, not just internally. The culture shift has been huge.”