The Double Empathy Problem and Person‐Environment Fit: Mutual Understanding and Bidirectional Adjustment in Autistic Talent Acquisition

• Published in: Human resource management 2025-01, Vol.64 (1), p.181-199
• Main Authors: Drader‐Mazza, Nicole, Lopez‐Kidwell, Virginie, Kanwal, Fizza, Reger, Rhonda K., Vogus, Timothy J.
• Format: Article
• Language: English
• Subjects: Autism; double empathy problem; Empathy; Employees; Employment; Hiring; neurodivergent talent consultants; Neurodiversity; person‐environment fit; talent acquisition
• ISSN: 0090-4848; 1099-050X
• DOI: 10.1002/hrm.22258

ABSTRACT Organizations are starting to actively invest in hiring initiatives aimed at recruiting autistic talent. However, given many of these initiatives are in their infancy, knowledge of autism and how best to assess and support autistic employees is low. Building on person‐environment fit (P‐E fit) theory and the double empathy problem, we examine how neurodiversity employment programs build mutual understanding and construct fit between autistic employees and their hiring organizations. We further explore the role of third‐party neurodivergent talent consultants (NTCs) in aiding these efforts during the birth stage of the cycle of talent. In Study 1, we use action research involving in‐depth structured interviews of participants (managers, coaches, and autistic employees) in a neurodiversity employment program at a major corporation in the financial services industry, supplemented with additional interviews of hiring managers and coaches with similar roles in other organizational settings. In Study 2, we collect qualitative survey data from autistic adults participating in other neurodiversity employment programs. Using these data, we explicate the practices that remove barriers to autistic employment and processes of ongoing coaching and support from NTCs that build and manage the double empathy problem by enhancing mutual understanding and increasing the perceptions of fit. We find that NTCs facilitate the acquisition of autistic talent through revised job search and recruitment (e.g., tailored job descriptions), alternative screening procedures (e.g., hands‐on assessments), and supported socialization and onboarding (e.g., communication, networking).