Neurodiversity ERGs in the workplace: why and how to launch an internal group
SAP, Microsoft, EY, JPMorgan have all launched Employee Resource Groups dedicated to neurodiversity. In France, the practice is emerging and becoming a differentiating lever for employer branding, real inclusion, and collective performance. How to approach it concretely?
A neurodiversity ERG (Employee Resource Group) is an internal group of employees — neurodivergent and allies — who meet to share experiences, influence HR policies, train their colleagues, and create a more inclusive corporate culture. It is not a psychological support group, nor a closed circle of disabled individuals: it is a strategic lever for cultural transformation, with documented results on engagement, retention, and innovation in companies that have adopted it. This guide explains why to create a neurodiversity ERG in your company, and how to launch it step by step — even if you are starting from scratch.
1. Neurodiversity ERG: what exactly are we talking about?
1.1 Definition and scope of a neurodiversity ERG
An Employee Resource Group (ERG), also called a collaborator network, affinity network, or diversity network depending on French companies, is a voluntary internal structure of employees sharing a common identity, experience, or interest. The oldest ERGs were created in the United States in the 1960s around racial diversity (notably at Xerox). Today, they cover very varied dimensions: gender, disability, sexual orientation, cultural backgrounds — and, more recently, neurodiversity.
A neurodiversity ERG brings together employees with ADHD, autism, DYS disorders, dyspraxia, and more generally any neurodivergent profile, as well as their neurotypical allies (managers, colleagues, committed HR). Its purpose is threefold: to create a safe space for neurodivergent members to speak, to produce resources and concrete recommendations to improve the work environment, and to train and raise awareness across the entire organization.
of Fortune 500 companies have at least one active ERG (Forbes 2023)
engagement of ERG members vs. their non-member colleagues (Deloitte)
more likely to stay in the company for members of an active ERG (McKinsey)
of financial overperformance for companies most advanced in cognitive diversity (McKinsey Diversity Wins 2023)
1.2 Neurodiversity ERG vs. Disability Mission: what’s the difference?
The Disability Mission is a formal structure, often mandated by law (Article 26 of the law of February 11, 2005, for companies with more than 250 employees), with reporting obligations (DOETH) and a dedicated budget. It is led by a representative appointed by management. The neurodiversity ERG, on the other hand, is a bottom-up initiative — born from the initiative of the employees themselves, driven by volunteers, without legal obligation. These two structures are complementary and not competitive: the Disability Mission provides the legal framework and funding, while the ERG brings authenticity, peer legitimacy, and the ability to change the culture sustainably. The most advanced companies on the subject have both.
2. Neurodiversity ERGs that are references worldwide
SAP — Autism at Work ERG
Launched in 2013, this group has directly influenced SAP's recruitment program dedicated to autistic profiles. It produces internal resources, trains managers, and creates connections among the 700+ employees recruited through the program.
Microsoft — Neurodiversity ERG
Active ERG in 15 countries, co-led by neurodivergent employees and allies. Produces internal guidelines for meeting accessibility, inclusive communication, and adapted work tools.
JPMorgan Chase — Neurodiversity Hub
Combination of an ERG and a recruitment program for ADHD/autism. It identified that neurodivergent analysts performed data processing tasks with 48% fewer errors and 92% more speed than average.
EY — Neuro-Diverse Centers of Excellence
ERG combined with centers of excellence deployed in the United States, UK, and Australia. Demonstrates that neurodiversity is a measurable competitive advantage, not just an ethical approach.
Capgemini France — NeuroInclusive
One of the pioneering neurodiversity ERGs in France. Produced an internal guide for work accommodations, raised awareness among 2,000+ managers, and influenced the group's HR policy in France on inclusive interview practices.
SNCF — Neurodiversity Network
Launched in 2022, this internal network at SNCF brings together autistic, ADHD, and DYS employees. It has notably contributed to the adaptation of recruitment procedures and the training of the management line.
3. The business case: why your company should launch an ERG
3.1 Impact on retention and engagement
Studies from McKinsey, Deloitte, and CIPD converge on one point: employees who participate in an active ERG are more engaged in their work and stay longer in the company. For neurodivergent profiles in particular, belonging to a peer group constitutes a major emotional and practical resource — which partly compensates for the inadaptation of the work environment. In a context of tension in the talent market in France, the creation of a neurodiversity ERG is a strong signal sent to all neurodivergent candidates and employees: here, your difference is a resource, not a problem.
The impact on the employer brand is also documented: 72% of Generation Z candidates state that a visible policy of neurodiversity inclusion positively influences their decision to apply (LinkedIn study 2023). In sectors under recruitment pressure (tech, engineering, finance), this argument is directly financially relevant.
3.2 Impact on innovation and performance
Divergent thinking, characteristic of many neurodivergent profiles, is a documented resource for innovation. Teams including neurodivergent profiles tend to generate more original solutions during brainstorming sessions, identify problems that homogeneous teams had not seen, and challenge assumptions with disarming clarity. The neurodiversity ERG creates the conditions for this cognitive diversity to express itself — through safe speaking spaces, cross-functional projects, and concrete recommendations for improving internal processes.
📊 Key figure: According to a study by Harvard Business Review, teams that include neurodivergent profiles in their decision-making process generate 20% more innovative solutions than homogeneous teams. Direct source: "Neurodiversity as a Competitive Advantage", HBR, 2017.
4. How to launch a neurodiversity ERG in France: the practical guide
4.1 The 7 steps for a successful launch
- Identify willing founders — An ERG is not decreed from management: it arises from the initiative of motivated employees. Look for 4 to 6 co-founders representing a diversity of neurodivergent profiles, functions, and levels of hierarchy. Include at least one neurotypical ally in a managerial position to facilitate access to resources.
- Obtain executive sponsorship — A sponsor at the Comex or DirCom/HR level is essential to legitimize the ERG and provide access to resources (budget, speaking time in meetings, internal visibility). This sponsor does not need to be neurodivergent themselves — but must be sincerely committed.
- Define the mission and scope — Write a 1-page charter for the ERG: who we are, what we do, what we do not do, how we are organized. Clearly distinguish the ERG from the psychological support group — that is not its purpose.
- Choose an inclusive and memorable name — The name should signal openness to all (not just to diagnosed individuals) and carry positive value. Examples: "Neuro+" (Capgemini), "Think Different" (internal Apple), "NeuroInclusive", "MindDiversity".
- Launch a kickoff event — A visible launch time, ideally during the SEEPH (European Week for the Employment of People with Disabilities, November), with an external guest or a testimonial from an employee. Initial visibility is crucial to recruit the first members.
- Structure the activities for the year — Plan 4 to 6 collective times per year: awareness, sharing experiences, producing resources, training managers. Avoid overloading founding members, at the risk of exhausting them.
- Measure and communicate impacts — Define 3 success indicators from the start: number of active members, number of managers sensitized, a concrete recommendation implemented by HR. These indicators justify the budget and the legitimacy of the ERG over time.
4.2 Mistakes to absolutely avoid
✅ What makes an ERG successful
- Bottom-up leadership, not top-down
- Mix of neurodivergent + neurotypical allies
- Concrete missions and visible deliverables
- Engaged and visible executive sponsor
- Voluntary participation without pressure
- Confidentiality of members respected
- Clear link with HR policy and OETH
✗ What makes an ERG fail
- ERG perceived as a group of complainers
- Overloading founders without resources
- Absence of a real executive sponsor
- Confidentiality not guaranteed (fear of outing)
- Purely symbolic activities without HR impact
- Lack of recognition for the time invested
- Confusion between ERG / Disability Mission / occupational medicine
Managing a neurodivergent employee
This 100% online training provides managers, team leaders, and HR directors with the keys to understand neurodivergent profiles (ADHD, autism, DYS disorders), adapt their management practices, and create a work environment that values cognitive diversity. It is the ideal complement to launching a neurodiversity ERG: it trains the management line in the inclusive culture that the ERG promotes. Qualiopi certified, fundable by OPCO, available in multi-employee licenses for the entire management line.
Discover the training →5. The 4 activity pillars of an active neurodiversity ERG
Awareness & training
Webinars, workshops, communication kits — the ERG trains managers and colleagues on neurodiversity, demystifies misconceptions, and normalizes cognitive differences.
Community & peers
Safe discussion spaces (physical or digital), peer mentoring, sharing of coping strategies and practical resources on a daily basis.
HR recommendations
The ERG produces concrete recommendations for HR: adapting recruitment processes, standardized job accommodations, revising annual evaluation criteria.
External visibility
Participation in industry events (SEEPH, Handilab, HR forums), external communication on professional social networks — the ERG is a lever for employer branding.
6. ERG and French legal framework: what you need to know
6.1 The ERG in the context of OETH and DOETH
A neurodiversity ERG does not replace the legal obligations of OETH — but it can significantly contribute to achieving them. By raising employee awareness of the benefits of RQTH, creating a trusting environment that facilitates voluntary disclosures, and influencing inclusive recruitment practices, the ERG can help improve the OETH rate organically. These contributions must be documented and valued in the DOETH report and in the company's CSR assessment.
In the context of ESG criteria and the Pacte law, an active and measurable neurodiversity ERG contributes to social governance indicators and can be valued in non-financial reports. For listed companies subject to the CSRD (Corporate Sustainability Reporting Directive), initiatives for cognitive diversity will be increasingly scrutinized by institutional investors.
6.2 Confidentiality and protection of members
Confidentiality is the sine qua non condition for the credibility of a neurodiversity ERG. Members must be assured that their participation in the ERG does not lead to an implicit disclosure of their neurodivergence to their manager or HR. The ERG charter must explicitly guarantee this confidentiality, and open activities (webinars, workshops) must be clearly distinguished from peer discussion spaces, which are strictly confidential.
🎓 Train your managers on neurodiversity before launching your ERG
The training Managing a neurodivergent employee from DYNSEO is the ideal foundation to prepare your management line to welcome the recommendations of your future neurodiversity ERG. Qualiopi certified, fundable by OPCO, deployable in multi-employee licenses for the entire organization.
7. The ERG and DYNSEO training: a natural synergy
7.1 Using training as a resource for the ERG
The DYNSEO B2B training catalog is a key resource for a neurodiversity ERG that wishes to train its members and allies. The Qualiopi certified trainings — on managing neurodivergent employees, DYS disorders, ADHD, and autism in the workplace — can be offered to ERG members and their managers as part of the skills development plan, fundable by OPCO. This synergy between the ERG and institutional training creates a continuum of skill enhancement that goes beyond simple awareness.
| ERG Profile | Recommended Training | Objective for the ERG |
|---|---|---|
| ERG ally managers | Managing a neurodivergent employee | Create managerial ambassadors for the ERG's recommendations |
| HR members of the ERG | Invisible disability: what the manager needs to know | Structure the HR recommendations of the ERG within the legal framework |
| Members concerned with autism | Understanding autism in the workplace | Produce awareness resources on autism at work |
| Members concerned with ADHD | ADHD at work: recognizing and supporting | Train colleagues and managers on the specifics of adult ADHD |
| Members concerned with DYS disorders | DYS disorders in the workplace | Produce recommendations on adapting training materials |
8. DYNSEO tools to equip your ERG
📋 Neurodiversity management adaptation grid
Practical tool for ERG ally managers: how to adapt their management style according to the neurodivergent profile of the employee.
Download →💬 Adapted communication sheet for neurodivergent individuals
Practical guide to adapting communication (oral, written, in meetings) to the different neurodivergent profiles of the team.
Download →✅ Inclusive onboarding checklist
Integration grid for new neurodivergent employees, to be shared with manager members of the ERG.
Download →📝 Inclusive annual review template
An annual review adapted for neurodivergent employees: reformulated questions, explicit evaluation criteria, space for accommodation needs.
Download →🔄 Neurodiversity feedback guide
How to give constructive and adapted feedback to a neurodivergent employee, without awkwardness or neurotypical bias.
Download →Recommended DYNSEO applications
🧠 CLINT — Adult stimulation
Memory and attention games for adults, which the ERG can recommend as a resource for cognitive well-being for neurodivergent employees.
Learn more →💬 MY DICTIONARY — AAC Communication
Augmentative communication application for non-verbal autistic collaborators or those with limited communication in the company.
Learn more →Other training courses from the DYNSEO B2B catalog
❓ FAQ — ERG neurodiversity in the workplace
1. What is the minimum size of a company to create a neurodiversity ERG?
There is no legal minimum size. ERGs exist in companies with 50 employees, as well as in groups of 100,000 collaborators. In a small to medium-sized enterprise, the ERG will take a more informal form (working group, internal network) but can have the same impact. What matters is not the size — it is the sincere commitment of a founding group and a sponsor. With just 3 to 5 motivated people, an ERG can start and produce concrete results.
2. Does an employee need to declare themselves neuroatypical to join the ERG?
No. The ERG is open to everyone: to diagnosed or undiagnosed neuroatypical individuals, to those who identify with certain traits without formal diagnosis, and to neurotypical allies who wish to get involved. Participation in the ERG does not require any official declaration to the employer and does not create any link with the RQTH or medical file. The confidentiality of membership in the ERG must be guaranteed by the charter.
3. How to obtain a budget for the ERG from management?
The business case for a neurodiversity ERG revolves around three financial arguments: reducing turnover costs (a departure costs on average €30,000 to €50,000 for a qualified position), contributing to improving the OETH rate (which reduces the AGEFIPH contribution), and the impact on employer attractiveness measurable by the rate of unsolicited applications. A startup budget of €5,000 to €15,000 per year (events, communications, resources) is a very low investment considering these documented returns.
4. How to manage tensions between the ERG and the Disability Mission?
These tensions exist when the scopes are not clearly defined. The solution is to clarify from the start: the ERG is a bottom-up initiative from employees, the Disability Mission is an institutional structure of HR. The ERG produces recommendations, the Disability Mission implements and finances them. Cooperation rather than competition is the winning model: companies that have both structures in good synergy achieve the best results on all indicators.
5. Can an ERG be launched during the SEEPH?
The SEEPH (European Week for the Employment of People with Disabilities, held every November) is the best time to launch a neurodiversity ERG. The institutional visibility of the SEEPH creates a favorable context for internal communication about neurodiversity, facilitates obtaining speaking time in governing bodies, and maximizes applications from founding members. Plan for preparation starting in September for a launch in November.
6. Can the DYNSEO training "Managing a neuroatypical employee" be co-facilitated by the ERG?
Yes. The DYNSEO online training can be complemented by experience-sharing sessions led by ERG members — creating a very effective mixed pedagogy: certified theoretical input via DYNSEO training, real-world anchoring via peer testimonies. This hybrid format is particularly appreciated by managers, who retain learning better when it is embodied by colleagues they know.
7. How to measure the impact of a neurodiversity ERG on the company's performance?
Key impact indicators of a neurodiversity ERG include: the evolution of the OETH rate (easier to measure), the retention rate of neuroatypical employees, the engagement scores of ERG members in internal surveys, the number of ERG recommendations implemented by HR, and the number of managers trained through ERG actions. In the short term, a simple and telling indicator: how many employees have initiated an RQTH process after joining the ERG.
8. Can a neurodiversity ERG be common to several companies in the same group?
Yes, and it is often a more effective format for groups with multiple subsidiaries. A group ERG allows for pooling resources (budget, events, training), creating a critical mass of members that would not be reached subsidiary by subsidiary, and having a greater weight to influence global HR policies. The condition is to ensure equitable representation of the different entities in the governance of the ERG and to allow for local adaptations suited to the specific contexts of each subsidiary.
🚀 Launch your neurodiversity ERG with the best training resources
The training Managing a neurodivergent employee from DYNSEO is the reference resource for training the management line that will support your ERG. Qualiopi certified, fundable by OPCO, deployable in multi-employee licenses — the ideal partner for an ambitious neurodiversity ERG.
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