Tag expanded perspectives

There are many actions employers can take to support their neurodivergent employees. Gaining an understanding of both neurodiversity and neurodivergence is the first step toward learning how to support them.

For years, return-to-work programs have focused on one central question: how do we help employees come back safely after an illness or injury? A growing body of evidence is pushing accommodation and leave management professionals to ask an earlier question: did the employee need to leave work completely in the first place?

Paid family and medical leave (PFML) used to mean one or two states. Today it means 16 jurisdictions, each running its own program on its own timeline. Delaware, Maine, and Minnesota all launched benefits in 2026. Virginia just became the first Southern state to pass mandatory PFML, with contributions starting in 2028. More than a dozen additional states have active legislation under consideration.

Empathy economics challenges the traditional notion that efficiency and empathy are mutually exclusive. It argues that sustainable economic and organizational success depends on understanding and addressing human needs.

Employers can support neurodivergent employees by integrating neurodiversity considerations into benefit plans. Learn about two critical areas of opportunity.

The likelihood of an employee returning to work after an mTBI diagnosis is influenced by an employer’s willingness to be flexible and offer accommodations related to the employee’s limitations and restrictions, and the company’s culture for return to work.

As more employers adopt technological solutions, workplace leave and accommodation professionals must shift their perspectives to see these tools as a complement, not a replacement, for their work.

Are there penalties for employers or private plan insurance carriers/administrators that do not comply with state paid family and medical leave (PFML) laws?

Increasing demand for mental health accommodations should prompt employers to reassess their policies and approaches and invest in training. Data shows that empowering teams to engage effectively and empathetically results in better outcomes for everyone.

Charting a different leave management path requires courage, data, and people who are willing to challenge the status quo.