Ineffective strategies for supporting neurodivergent employees can lead to decreased productivity, talent loss, and stifled innovation, ultimately harming a company’s operational efficiency. Industry training managers who struggle to improve productivity, retention, and innovation may find their businesses facing instability as a result. Grounded in attribution theory, the purpose of this qualitative pragmatic inquiry research project was to identify and explore effective strategies used by industry training managers to support neurodivergent employees to increase productivity, talent retention, and innovation. The participants were nine industry training managers who had implemented supportive strategies. Data were collected through semistructured interviews, public websites, and public documents—both current and archival. Using thematic analysis, five themes were identified: 1) making reasonable accommodations, 2) acknowledging the individual’s condition, 3) communicating and building rapport, 4) changing culture, and 5) measuring the effectiveness of the strategy. A key recommendation is for industry training managers to increase organizational performance through the creation of a safe work environment and support for the individuals on their respective teams. The implications for positive social change include the potential for industry training managers and organizations to implement the identified strategies, thereby expanding meaningful employment opportunities for neurodivergent individuals and strengthening local workforce inclusion.
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