October 26, 2026
3 min read
Advancing neurodiversity in the workforce
Wells Fargo Center for Neurodiversity and Inclusive Employment at UConn provides workshops for companies on how to design and build a neurodiversity employment initiative.
In the nearly seven years since Wells Fargo launched its Neurodiversity Program — designed to facilitate a more considerate, accommodating, skills-based hiring model that is accessible by design — 396 people have accepted full-time employment offers through the program.
Unemployment for neurodivergent adults is estimated at 30-40%, according to World Economic Forum. In 2024, the work to create opportunities for this deeply underserved community through accessible and modernized sourcing and selection processes took a leap forward.
What is neurodiversity?
Neurodiversity describes the range of differences in individual brain functions and behavioral traits, including sociability, learning, attention, and other mental functions. This includes people with autism spectrum disorder, attention deficit hyperactivity disorder, and Tourette syndrome, among others — a population that historically has been underserved in the job market.
That’s when Wells Fargo announced it was a part of a first-of-its-kind collaboration with the University of Connecticut Center for Neurodiversity & Employment Innovation to significantly improve career outcomes for neurodivergent individuals.
Part of a $3.75 million grant from Wells Fargo to UConn’s Center, the collaboration is funding full-day educational workshops for companies on how to design and build a neurodiversity employment initiative.
With an initial focus on Fortune 100 companies and individuals who seek professional, full-time employment, the work centers around innovative employer education and better connection between neurodivergent job seekers and companies.
“The partnership has gone further than we initially expected, both in its reach and in the opportunities it has created,” said Judy Reilly, director of Wells Fargo Center for Neurodiversity and Inclusive Employment at UConn. “To date, more than 100 employers have participated in our flagship full-day Neurodiversity Initiative Design Workshop, bringing together 531 professionals across talent acquisition, human resources, workforce strategy, and organizational leadership.”
The program has been implemented in three global regions (United States, EMEA, and India) and currently has an 82% year-over-year retention rate. These employees slot into 23 different job titles and profiles, with a focus on the early to mid-career segments.
“Employers tell us it’s been valuable to move beyond understanding why neuroinclusion matters to recognizing what it could look like in their organizations,” Reilly said. “Building a neuroinclusive workplace requires examining systems, engaging different areas of the business, and considering how changes to existing practices affect employees and the organization. Employers say working through those considerations is what makes the effort doable.”
At Wells Fargo, the work can’t be done without support from across the organization. Since the program’s inception, 160 volunteer coaches and buddies have provided support to optimize new hire and manager success.
“The success of this program is really a reflection of the people behind it,” said Sean Passmore, executive director, head of Enterprise Military and Veteran Initiatives, Neurodiversity, and Disability Employment Strategy. “Across Wells Fargo, colleagues have volunteered their time, shared their experiences and helped create an environment where neurodiverse talent can grow. We’re excited to see the program continue to evolve, and we value the strong relationship we’ve built with the Wells Fargo Center for Neurodiversity and Inclusive Employment at UConn as we work together to support neurodiverse talent.”
