Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are
still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms.
Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use,
and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty par ticipants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neuro divergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to
promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths
use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the
strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development.
Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing
strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms
of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can
optimally support an increasingly diverse workforce by focusing on individual strengths