This academic text examines the pervasive issue of neuronormativity in modern workplaces, where standard operating procedures are designed exclusively for neurotypical individuals. The authors argue that current human resource strategies are often fragmented and compliance-driven, failing to address the systemic barriers faced by the neurodivergent workforce. To facilitate a genuine transformation, the research proposes an HR-led co-design framework that elevates neurodivergent employees from passive recipients of aid to active architects of organizational policy. By integrating sociotechnical systems theory and critical pragmatism, the text outlines interventions such as inclusive policy creation, sensory-aware workspace design, and the mitigation of algorithmic bias in AI-driven recruitment. Ultimately, the sources advocate for a justice-oriented shift that moves beyond simple accommodation toward a collaborative environment where cognitive diversity is recognized as a fundamental driver of innovation.
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