Is the future of work neurodivergent? Isabel Fields, ESG Manager at Hearst, says that with 53% of Gen Z identifying as neurodivergent as they enter the workforce, the majority of workers will be neurodivergent in a short window of time. Our conversation centers on how Hearst is reshaping their approach to workplace inclusion, recruitment, and retention for neurodivergent employees.
Isabel Fields is an ESG Manager at Hearst (a media and B2B company) with expertise in sustainability strategy, ESG reporting, and inclusive workplace initiatives. She launched the company’s first Neurodiversity@Hearst hiring program (a 15-week internship for early-career neurodivergent talent) and oversees ESG reporting and sustainability strategy. She serves on Understood’s Women’s Council and is a Women inPower fellow at the 92NY.
Prior to Hearst, Isabel was part of Oracle’s Social Impact team, where she developed nonprofit partnerships and applied technology to drive social good. She has also held roles at Nike, the United Nations Foundation, and Iron Mountain, building a career grounded in corporate responsibility and measurable impact.
Why Neurodivergent Inclusion Matters Now
As Isabel explains, the push toward neuro-inclusion isn’t just a trend; it’s a response to a growing reality. More employees are being diagnosed with autism, ADHD, dyslexia, and related conditions, and late diagnosis in adulthood is on the rise. Citing the statistic that 53% of Gen Z identify as neurodivergent, Isabel emphasizes, “This is so much for us about the future of work.” Hearst recognized the urgent need to adapt, launching a 15-week internship specifically for early-career neurodivergent talent. The goal: create an authentic, sustainable approach to neuro-inclusion that can be implemented quickly and genuinely, even at a large corporation.
How Hearst Built a Culture of Neuro-Inclusion
The journey began with leadership buy-in, spurred by both personal connections and business sense. Isabel credits executive leaders like David Carey for championing the program, making neurodiversity a company-wide priority. The program itself rests on three pillars:
- Training: HR professionals and managers learn how to interview, hire, and manage neurodivergent employees. This includes understanding different communication styles, resume formats, and workplace needs.
- Hiring: The launch of the neurodiversity internship opened doors for autistic adults, as well as those with ADHD, dyslexia, and dyspraxia. Some interns stay on at Hearst; others carry the experience and skills to new roles elsewhere.
- Retention: Ongoing learning sessions, benefits like job coaching (through programs like Rethink), and employee resource groups create a supportive environment. The company continuously adapts to meet evolving needs, recognizing that inclusion is “a journey—we’re not there yet.”
Sharing Success Beyond Hearst
Hearst’s approach is intentionally open. Isabel shares their “playbook” with other organizations, encouraging them to launch similar programs and become part of the wider movement toward near-inclusion. Whether their managers and employees remain at Hearst or move on, the hope is that neuro-inclusive practices will spread throughout the business world.
Advice for Neurodivergent Employees and Managers
For neurodivergent employees, Isabel’s guidance is to know your personal brand. “If you’re going to be less visible, how are you going to supplement that?” She encourages individuals to define the three key things they want colleagues to remember and to showcase those strengths in every interaction.
Managers, especially those who are neurodivergent themselves, face similar challenges. Isabel urges managers to listen to each employee’s needs, rather than defaulting to a single management style. Neuro-inclusive management means asking, “How does this person work best?” This personalized approach leads to higher-performing teams, better retention, and a more positive workplace.
Tackling Burnout and Building Sustainable Careers
Both Brett and Isabel discuss the challenges of burnout, especially for those with ADHD or autism who may feel pressure to overperform. The advice is practical: audit your own needs, experiment with strategies such as blocking off time after meetings, and set reminders for self-care. “Try things out,” Isabel suggests, “It’s a menu of options.”
Self-reflection and open communication with managers are key. If processing feedback takes time, let your manager know. The emphasis is on advocating for your needs in a way that feels safe and sustainable.
Accommodations vs. Adjustments: A Key Distinction
Isabel highlights the difference between formal accommodations (which require disclosure and paperwork) and informal adjustments (simple, high-impact changes made in partnership with a manager). Adjustments might include seating in a low-traffic area or flexible work hours. The goal is to find an adjustment that reduces the potential of bureaucratic hurdles. “Adjustments are dipping a toe in the water,” she explains, “You can say, ‘This is how I work best.’”
Navigating Rejection Sensitivity and Building Community
Rejection sensitivity can be a challenge, especially if disclosure feels risky. Isabel recommends taking time to process feedback and, when possible, leaning on employee resource groups or trusted colleagues for support. Hearst’s creation of multiple disability and neurodiversity resource groups demonstrates the power of community in fostering resilience and belonging.
Watch the Full Interview and Access Resources
For more on Hearst’s neurodiversity hiring program, strategies for self-advocacy, and practical tools like Brett’s Drains and Sparks AudHD Workplace Workbook, be sure to watch the full interview video above. Additional resources, coaching, and training information are available in the video description.
About Brett, The AuDHD Boss:
Brett Whitmarsh (he/they), founder of The AuDHD Boss, is late-diagnosed autistic and ADHD. Brett spent twelve years in corporate leadership at a national education publishing company, most recently as VP of Professional Books and Media and, before that, VP of Digital Content and Communications. He served as co-chair of the company’s Pride and Mental Health employee resource groups, an active member of its Black Alliance and AccessAbilities ERGs, and a founding member of its inclusion leadership committee.
Brett advises leadership and HR teams on building neuro-inclusive workplaces, including organizations running neurodivergent hiring programs. He also coaches late-diagnosed autistic and ADHD adults navigating their careers, and speaks at corporate events and conferences on neurodiversity at work.