Neurodiversity hiring: What UK SMEs can learn from SAP

Lessons from German multinational software company SAP SE’s established Autism at Work programme offer insight into neurodiversity hiring practice for UK SMEs and the development of evidence-informed workplace inclusion models.

Nico Neumann won one of SAP's most prestigious employee awards in 2019. He created a tool that reduced a two-day invoicing process to 20 minutes. The innovation was implemented across SAP’s financial accounting department and recognised as a world-changing achievement by the company’s chief financial officer.

Neumann joined SAP Argentina in 2016 through the company’s Autism at Work programme — a neurodiversity hiring initiative that has since provided over 800 employment opportunities across 16 countries. The programme demonstrates that inclusive hiring practices for autistic employees deliver measurable business results, from productivity gains to innovation awards.

Launched globally in 2013, SAP’s autism employment programme set out to hire 650 autistic employees by 2020, representing 1% of the company’s workforce. The initiative has been studied by Harvard Business School and shared with more than 1,000 organisations including Microsoft, Dell, EY and JP Morgan Chase.

However, most UK SMEs are unlikely to have a dedicated neurodiversity team, partnerships with universities or resources to hire hundreds of people. The typical SME employs 5, 50, perhaps 500 staff, navigating tight budgets, competing for talent and managing growth.

So what can a UK SME actually learn from a decade of corporate experimentation in neurodiversity in the workplace? More than might be expected, and SMEs have advantages SAP does not.

What SAP actually did

SAP’s neurodiversity journey began modestly. In 2011, SAP Labs India launched a local programme to hire software testers on the autism spectrum. The success prompted global expansion. When SAP announced the Autism at Work initiative in 2013, the company employed approximately 65,000 people worldwide and committed to autistic candidates representing 1% of that workforce.

The programme started with specific technical roles — software testers, programmers and data quality assurance specialists. These positions were identified as areas where the innate skills of people on the autism spectrum would allow the company to launch quickly. But SAP recognised immediately that this narrow focus didn’t reflect the depth and breadth of autistic candidates’ abilities.

Almost as soon as pilot locations were established, SAP modified its intake process to accommodate autistic candidates across virtually any discipline. Jose Velasco, who led the programme for nine years, explained that the company had to fundamentally rethink its approach. Rigid corporate intake processes, he noted, compounded the difficulty autistic candidates faced in securing employment — estimates from the National Autism Indicators Report indicate that up to 84% of adults with autism are not in full-time work. This is substantially higher than rates for other populations with disabilities.

SAP didn’t simply adapt job descriptions. The company transformed its entire hiring methodology for neurodivergent employees. Traditional interviews — often ambiguous, incomprehensible and stressful for neurodivergent candidates — were replaced with practical work assessments. Candidates like Carrie Hall, who joined as a senior product inclusion specialist, spent roughly a week performing sample work tasks rather than answering hypothetical questions. This approach allowed candidates to demonstrate actual competence while getting a genuine sense of the role, the team and whether the position suited them.

The autism hiring programme expanded beyond full-time positions to include internships, vocational school opportunities and student programmes. SAP recognised that many autistic applicants lacked work experience not through inability, but through lack of exposure to enterprise environments during education. By offering varied entry points — from secondary school student enterprise exposure to opportunities for professionals with decades of experience — SAP addressed the root cause of that experience gap.

Support didn’t end at hiring. SAP provided workplace mentors, life-skills assistance with tasks like finding housing or arranging transport, and workplace accommodations including quiet spaces, preferred lighting and communication preference systems. Job coaches were available before and even during interviews for candidates who needed them.

By 2022, the programme operated in 16 countries. SAP had partnered with organisations including universities, NGOs and government agencies to reshape thinking about disability employment and neurodiversity. The company published an Autism at Work Playbook, testified before the US Congress, and presented at the United Nations and World Economic Forum.

The results extended beyond headcount. Autistic employees filed patents, won innovation awards and delivered measurable productivity gains. Some found lifelong friendships or met their partners at SAP. Others launched careers there before moving to other companies. The impact, Velasco reflected, couldn’t be measured by a single KPI. The 1% objective was a powerful way to communicate commitment, but it failed to capture the many ways the programme affected individuals, the company and the broader employment landscape.

Neurodiversity hiring practices UK SMEs can implement

Strip away SAP’s corporate infrastructure and what remains are principles any organisation can apply. The genius of SAP’s approach wasn’t scale, it was willingness to challenge assumptions about how hiring neurodivergent employees works.

Work trials instead of traditional interviews

SAP discovered that extended practical assessments revealed candidate capability far better than conventional interviews. For UK SMEs, this principle translates directly without requiring SAP’s resources.

A week-long paid assessment isn’t necessary for a smaller business. A half-day or full-day work trial, paid at minimum wage, achieves the same objective. The investment is £80-160 in assessment costs versus £3,000-plus for recruitment agency fees — and the employer gains genuine insight into how a candidate performs actual work rather than how well they answer hypothetical questions.

UK employment law requires Right to Work checks before any work commences, even for trials. But employers can structure practical skills assessments as part of the interview process, observing how candidates approach real tasks without formal employment.

The advantage for candidates is substantial. Autistic individuals who struggle with ambiguous and abstract interview questions excel when demonstrating concrete skills. The employer sees the candidate’s competence. The candidate experiences the actual work environment. Both parties make better-informed decisions.

These inclusive hiring practices work across neurodiversity in the workplace, not just autism. ADHD employees benefit from demonstrating their rapid problem-solving abilities in real scenarios rather than sitting through lengthy interviews. Dyslexic candidates showcase competence better through practical work than written applications. The principle is to assess actual ability, not interview performance — which can be just that: a performance.

Flexible role design

SAP initially targeted technical positions, assuming autistic candidates would fit specific stereotypical roles. The company quickly learned this assumption was limiting and wrong. Autistic employees succeeded across human resources, data protection, customer support, project management — anywhere skills matched requirements.

UK SMEs should resist the temptation to assume neurodivergent candidates only suit certain roles. Pattern recognition and systematic thinking — strengths often associated with autism — apply across functions from compliance to operations to strategic planning. Employees with ADHD often thrive in fast-paced customer-facing roles or rapid problem-solving environments. Dyslexic employees frequently demonstrate exceptional creative and strategic thinking.

SAP had to dismantle assumptions across 28 role types. SMEs hiring for two or three positions are in a better position to think creatively about fit.

Remove process rigidity

Velasco identified rigid corporate intake processes as the primary barrier SAP needed to overcome. Traditional hiring systems — standardised application forms, structured interview panels, fixed timelines — created unnecessary obstacles for neurodivergent candidates.

Smaller organisations face this challenge far less than corporations. Most SMEs don’t have six-stage interview processes, assessment centres or complex approval hierarchies. Hiring decisions can be made in weeks, not months. A role can be created that doesn’t fit an existing job description template. The process can be adapted mid-stream if something isn’t working.

This flexibility is a competitive advantage for SMEs in neurodiversity hiring. SAP had to fight corporate bureaucracy. Smaller organisations don’t have the same constraints. If a candidate asks for interview questions in advance, providing them costs nothing. If someone needs extra time to process information, allowing it is straightforward. If a traditional panel interview seems counterproductive, trying something different is entirely within reach.

Partner with neurodiversity hiring support organisations

SAP partnered extensively with NGOs, government agencies and educational institutions. UK SMEs can access similar support through organisations already established in the British system for disability employment.

Access to Work, a government scheme, provides grants up to £69,260 annually per employee for workplace adjustments and support. This can fund job coaches, assistive technology, mental health support, or specialist equipment. The cost to the employer is often zero.

Supported employment services including Remploy and Shaw Trust help with recruitment, candidate assessment and onboarding support for neurodivergent employees. Local authorities often provide similar services. Many operate on a no-win, no-fee basis or charge minimal fees for SMEs.

The Disability Confident scheme, run by the Department for Work and Pensions, offers free guidance and a guaranteed interview commitment for disabled candidates who meet essential criteria. Joining costs nothing and signals to candidates that the organisation takes inclusive recruitment seriously.

There is no need to build support infrastructure from scratch. SAP created partnerships globally; equivalent UK resources are available locally. The support ecosystem exists, although many employers are unaware of its accessibility.

Reasonable adjustments for autistic employees

SAP provided quiet spaces, communication preference systems, flexible working arrangements and sensory accommodations. Workplace adjustments can often be implemented at relatively low cost, particularly for SMEs able to offer flexible physical and communication environments. Providing written instructions alongside verbal communication, adjusting lighting or offering hybrid working arrangements can improve accessibility without significant financial investment.

Communication preferences matter enormously for neurodivergent employees. Some people process information better through email than in-person conversation. Others need explicit, direct instructions rather than implied expectations. Asking employees how they prefer to receive information and documenting those preferences takes minimal time but can prevent significant misunderstandings.

These adjustments are covered comprehensively in Neurodivergent Works’ reasonable adjustments guidance for neurodivergent employees. Successful neurodiversity hiring initiatives in SMEs typically begin with a single role assessment and a willingness to iterate recruitment and workplace practices over time.

Structured onboarding

SAP’s onboarding included workplace mentors, clear expectations and consistent support. Smaller organisations can replicate this without formal programmes.

Assign a workplace buddy or mentor — a colleague who can answer questions, provide informal guidance and help the new employee navigate organisational norms. Create a structured first-week schedule so the employee knows what to expect each day. Provide written guidelines for processes and expectations rather than assuming people will acquire knowledge organically.

For autistic employees, predictable routines and clear communication significantly reduce anxiety. Sudden changes can cause distress. Where possible, give advance notice of schedule modifications and maintain consistency.

Mike Giongo, who joined SAP through the Autism at Work programme and stayed for nearly a decade, emphasised that onboarding must be organised, persistent and consistent with clearly communicated expectations. Onboarding can feel complex and stressful without structure.

What SMEs can skip

SAP’s scale created complexity UK SMEs do not face. Several elements can be skipped entirely.

Global rollout coordination. SMEs hire locally rather than managing programmes across multiple countries. International partnerships, cross-border compliance frameworks and multinational stakeholder management are generally unnecessary.

Dedicated neurodiversity recruitment teams. SAP eventually employed specialists focused exclusively on the programme. A dedicated specialist is not necessary. Existing hiring managers can manage inclusive recruitment with appropriate guidance and external support.

Week-long paid assessments. SAP’s extended trials were designed for corporate scale. A half-day or single-day practical assessment can provide sufficient insight for smaller organisations.

Proprietary systems. SAP developed communication preference platforms and internal tracking tools. Technology solutions are not essential. Direct communication with employees about how they prefer to receive information can achieve similar outcomes.

Corporate metrics and KPIs. While SAP’s 1% target signalled commitment, it did not capture the broader impact of the programme. The goal of hiring initiatives is to identify capable individuals rather than meet numerical diversity quotas.

The advantage of operating at smaller scale is that personal relationships can replace complex formal systems. Employers often know their employees directly. Adaptation can be rapid, and organisational infrastructure requirements are lower.

Why UK SMEs have advantages in neurodiversity hiring

Size creates disadvantages for corporations that become advantages for SMEs in neurodiversity hiring.

Speed. SAP’s hiring process involved multiple stakeholders, approval layers and cross-departmental coordination. SMEs can make hiring decisions more quickly when a suitable candidate is identified.

Flexibility. SAP operated within rigid HR frameworks, standardised compensation structures and predefined job descriptions. SMEs can create bespoke roles, adjust responsibilities to match candidate strengths and negotiate arrangements that suit both parties. Trialling flexible working patterns can be implemented immediately if organisational needs allow.

Personal relationships. In large organisations, employees often interact through hierarchical reporting structures. In smaller businesses, senior leaders frequently work directly with staff, enabling faster feedback and more direct problem-solving.

Less pressure. SAP set a public goal of 1% workforce representation and faced external scrutiny regarding performance against that target. SMEs typically hire on a much smaller scale. The objective is to recruit talented individuals who contribute to organisational outcomes rather than meet numerical targets.

SAP had to dismantle corporate bureaucracy to make neurodiversity hiring work. SMEs often begin without such structures, allowing more rapid experimentation with inclusive recruitment approaches.

UK resources for hiring neurodivergent employees

Because SAP’s programme developed primarily in the United States with international expansion, much of the published guidance focuses on American systems. UK SMEs have access to extensive workplace disability employment infrastructure.

Access to Work provides government funding for workplace adjustments up to £69,260 annually per employee. This can cover specialist support services, assistive technology and workplace coaching where required.

Disability Confident is a free government scheme offering guidance on inclusive recruitment and a guaranteed interview commitment for disabled candidates who meet essential criteria.

Supported employment services including Remploy, Shaw Trust and local authority programmes assist with recruitment, candidate assessment and workplace onboarding. These services are often available at minimal cost to SMEs.

ACAS provides free, impartial employment law guidance including reasonable adjustment practice, recruitment policy and workplace inclusion considerations.

Neurodiversity consultancy services can provide tailored organisational advice, manager training and workplace assessment. While these services may involve fees, some costs may be eligible for Access to Work funding.

Unlike SAP, which built partnerships from the ground up, UK SMEs can integrate with existing workplace support infrastructure immediately.

Start small, learn fast with neurodiversity hiring

SAP’s decade of experience in neurodiversity hiring demonstrates that perfection is not the objective. The programme evolved continuously, adapting to organisational learning.

UK SMEs have the advantage of learning from large-scale experimentation without repeating early-stage development challenges.

The starting point is a single neurodiversity hiring decision. Identify where talent is genuinely required. Evaluate whether traditional interview structures serve that role effectively and consider whether practical assessment may be more appropriate.

Then evaluate outcomes. Determine what worked, what created unnecessary barriers, and how the organisation might improve future practice.

SAP demonstrated that neurodiversity hiring can operate at scale. The programme influenced hundreds of organisations and delivered measurable business results, but its success depended on challenging assumptions about recruitment and workplace capability.

UK SMEs do not necessarily need complex HR systems to achieve similar outcomes. The core requirement is openness to rethinking how neurodivergent talent is identified and supported.

SAP spent a decade learning how to access unique talent through autism employment programmes. UK SMEs can apply these insights rapidly and pragmatically.