As hospitality grapples with one of the worst staffing crises in recent memory, a compelling question arises: Are we truly looking everywhere for talent?
A groundbreaking study from the University of West London reveals how simple workplace adjustments can unlock a massive talent pool while improving service for everyone.
The hospitality industry faces its worst staffing crisis in decades. Yet while operators compete for an ever-shrinking pool of traditional candidates, new research suggests they are overlooking millions of talented individuals who could transform their businesses.
Research conducted by Jayanti Jayanti, Senior Lecturer from the London Geller College of Hospitality and Tourism at the University of West London, interviewed 15 experts in neurodiversity employment in hospitality. Their findings challenge everything the industry thinks it knows about hiring and managing neurodivergent staff.
Breaking the Rain Man Myth
The research, led by Jayanti Jayanti, unpacks deep-rooted myths about neurodivergent employees. Too often, hospitality employers assume neurodivergent individuals must be exceptional to justify hiring them. As explained by one of the experts, misconceptions persist that neurodivergent individuals have low IQs, cannot socialise, or are only suited to repetitive tasks
.
The reality? Neurodivergent staff are ordinary individuals who process information differently. A person with autism might prefer written instructions; someone with ADHD may benefit from noise-cancelling headphones. These are not complex accommodations – and certainly not acts of charity. They are simple enablers unlocking powerful contributions. As one expert noted: Employment should not be treated as charity; neurodivergent individuals bring unique potential.
Rethinking Recruitment Norms
The study highlights how traditional interviews systematically screen out talented neurodivergent applicants. Requirements for eye contact, quick verbal responses, and “bubbly” personalities unfairly disadvantage them. As the research notes, Employers often overlook skilled candidates who process questions differently or prefer structured communication
.
Forward-thinking operators are already shifting. Some now offer work trials instead of interviews, provide questions in advance, and use precise job descriptions instead of generic traits like “people person.” The impact is twofold: improved inclusivity and better role fit.
Small Adjustments, Big Returns
One of the most striking findings is that changes designed to support neurodivergent staff often improve operations for everyone. For example, a hotel implemented colour-coded trays for breakfast dietary requirements to assist a neurodivergent team member who struggled with verbal instructions. This visual system made it instantly clear which meals went to which guests, eliminating confusion about special dietary requests. The result was remarkable: it “reduced errors across the whole breakfast service team,” not just for the neurodivergent employee it was designed to help. The system eliminated confusion for the entire team, reducing service errors and enhancing guest satisfaction.
Similarly, tablet-based housekeeping checklists introduced to support one employee ended up streamlining team workflows. Rotating roles between front and back office to prevent sensory overload also improved productivity and morale.
The Cost Fallacy
The perceived cost of adjustments remains a common barrier. Stigma often leads organisations to dismiss neurodiversity hiring, perceiving it as costly
, one expert observed. Yet as the study shows, effective accommodations are rarely expensive: noise-dampening panels, written task lists, quiet break spaces, and consistent job rosters top the list. These changes benefit neurodivergent staff and improve working conditions for all.
Guests Are Neurodiverse Too
With one in seven people being neurodivergent, guests already include many individuals with autism, ADHD, dyslexia, and more. Adjustments like quiet hours with dimmed lights and lower music volumes, initially introduced for staff, have been welcomed by guests seeking calmer environments.
As one of the experts observed, Having diverse thinking styles on the team helped us better understand and serve our diverse guest base
. The cost was minimal, but the impact was significant.
Changing Workplaces, Not People
Crucially, the study reframes neurodiversity hiring as a workplace issue, not an individual problem. The biggest challenge is failing to address organisational culture first
, one expert explained. Another identified how sensory issues are the biggest challenge – noise, smells, crowds, and bright lights can overwhelm neurodivergent individuals
. Addressing these factors improves retention, satisfaction, and productivity across the board.
Performance Beyond Expectations
Employers shared powerful examples of neurodivergent staff excelling. One hotel noted a receptionist with autism who remembered guest preferences months later, elevating loyalty scores. An amazing memory for guest preferences from months ago
, resulting in excellent guest satisfaction scores
. Another described a maintenance team member spotting systemic plumbing issues overlooked by others. The research consistently found neurodivergent employees to be “highly loyal, sensitive, and passionate about their work”.
The Missed Opportunity
Unemployment rates among neurodivergent individuals remain staggeringly high – 85-90% by some estimates. For an industry facing severe staff shortages, ignoring this talent pool is not just discriminatory but it is also poor business practice. The operators who recognise this opportunity first will gain a significant competitive advantage.
The message is clear: embracing neurodiversity is not about ticking inclusion boxes. It is about rethinking outdated systems, unlocking hidden talent, and creating workplaces that work better for everyone. Those who move beyond fear and misconception to create truly inclusive workplaces will not only address their recruitment crisis but build stronger, more innovative businesses. Those who act now will gain the competitive edge – transforming their operations, their teams, and ultimately, the guest experience.
For more information about implementing neurodiversity employment practices in hospitality, contact Jayanti Jayanti ([email protected]) at the London Geller College of Hospitality and Tourism, University of West London.
Jayanti Jayanti
Senior Lecturer, Hospitality Management
University of West London
