MANAGING NEURODIVERSITY IN MNCS: A Comparative Study of HR professionals' Experiences in Indonesia and Sweden

Abstract

Despite growing awareness, biases in HR practices continue to hinder neurodivergent employees from recruitment to retention. Hesitation to hire neurodivergent employees limits access to suitable roles, while inconsistent accommodations, stigma, and limited advancement opportunities challenge retention. This study examines how HR professionals in multinational corporations (MNCs) in Indonesia and Sweden perceive and implement neurodiversity initiatives, investigating HR practices related to accommodations, recruitment, and engagement, identifying both barriers and enablers. Grounded in Schein’s (1984) model of organisational culture, this study analyses how cultural elements influence neuro-inclusion. Underlying assumptions and Values shape perceptions of difference, leading to exclusion, while their manifestation in Artefacts includes inclusive policies and workplace practices. Schein’s framework helps examine how these cultural dimensions interact to either support or hinder neurodiversity initiatives. A qualitative approach is employed, involving ten interviews with HR professionals from MNCs in both countries, complemented by secondary sources. Thematic analysis follows Flick’s (2014) abductive method, with themes refined through an iterative process. Triangulation and expert feedback ensure rigour. Findings reveal distinct national contexts. In Indonesia, cultural taboos, weak legal protections, and a profit-first mindset hinder inclusion, leading to reactive accommodations and dependence on individual leaders. In Sweden, strong legal frameworks, union presence, and meritocratic values support inclusion, though initiatives often rely on self advocacy and remain passive. In both countries, stigma and lack of awareness contribute to non-disclosure, masking, and inconsistent support. To ensure neuro-inclusion, HR professionals must act across all stages, from recruitment to retention. Recruitment should include transparent accommodations, such as prior access to interview questions and alternative assessment formats, reducing the pressure to self-disclose. Retention requires proactive adjustments, including the integration of autonomy through flexible structures, work arrangements, and sensory-friendly environments. Personalised training and mentorship foster competence, while empathetic leadership, peer support, and advocacy networks build relatedness.