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In today’s competitive marketplace, employers are seeking every edge they can find to attract, retain, and engage top talent. One of the most overlooked opportunities lies in hiring individuals with diverse abilities and those who are neurodivergent.

Neurodiversity includes people whose brains function differently—such as individuals with autism, ADHD, dyslexia, or other cognitive variations—while inclusion of people with diverse abilities ensures access and opportunity for those with physical, sensory, or mental health differences. Together, these groups represent a wealth of skill, creativity, and innovation waiting to be tapped.

For Chamber members and regional employers focused on growth, innovation, and inclusion, embracing this talent pool isn’t just good ethics—it’s good business.

“At Fifth Third, we believe that delivering an inclusive experience for employees, suppliers, communities and customers is essential to creating a future with equal access and opportunity for all to thrive. We are pleased to partner with the Cincinnati Chamber to facilitate this important conversation at this year’s Fifth Third Leadership Symposium.”

Stephanie A. Smith

Chief Inclusion Officer for Fifth Third

Expanding the Talent Pipeline and Driving Innovation

Inclusive hiring practices also strengthen organizational culture. When employees see their company actively supporting individuals of all abilities, it builds trust, engagement, and a shared sense of purpose.

Employees with diverse abilities or neurodivergent traits frequently demonstrate strong loyalty and long-term commitment when supported. This contributes to reduced turnover, higher retention, and a more cohesive workplace environment. Accenture’s Getting to Equal report found that companies leading in disability inclusion achieved 28% higher revenue, double the net income, and 30% higher economic profit margins compared to their peers.

Accessible workplaces—whether through flexible scheduling, quiet rooms, assistive technologies, or clear communication practices—benefit everyone, not just those requesting accommodations. Universal design becomes an engine for operational excellence. The impact reaches customers as well: businesses that design accessible products, services, and spaces reach wider markets and demonstrate meaningful community leadership.

Today’s workforce—and consumer base—expects companies to act with authenticity and social responsibility. By hiring people with diverse abilities and neurodivergent individuals, companies send a clear message: we see ability, not limitation.

Inclusive Design Builds Strong Cultures and Better Workplaces

Inclusive hiring practices also strengthen organizational culture. When employees see their company actively supporting individuals of all abilities, it builds trust, engagement, and a sense of shared purpose.

Employees with diverse abilities and neurodivergent team members often demonstrate strong loyalty and long-term commitment when they feel supported. This contributes to reduced turnover, higher retention, and a more cohesive workplace environment. Data backs this up. Accenture’s Getting to Equal report found that companies leading in disability inclusion achieved 28% higher revenue, double the net income, and 30% higher economic profit margins compared to their peers.

When companies create accessible workplaces—whether through flexible scheduling, quiet spaces, assistive technologies, or clear communication practices- those accommodations often benefit all employees, not just those with diverse abilities. For example, offering multiple ways to communicate or collaborate can increase efficiency and engagement across departments. Accessibility becomes a driver of universal design and operational excellence. The ripple effect extends to customers as well. When businesses design accessible products, services, and spaces, they reach wider markets, strengthen brand reputation, and demonstrate community leadership.

Today’s workforce—and consumer base—expects companies to demonstrate authenticity and social responsibility. Younger generations, in particular, want to work for organizations that reflect their values. By hiring people with diverse abilities and neurodivergent individuals, companies send a clear message: we see ability, not limitation.

Local Resources Strengthening Inclusion in Greater Cincinnati

Our region is fortunate to have strong organizations helping employers build more inclusive workplaces and pipelines of talent. Community partners such as:

Easterseals Redwood, which provides job training, workplace readiness, and employment support for individuals with disabilities

LADD (Living Arrangements for the Developmentally Disabled), promoting independent living and workforce inclusion for adults with developmental disabilities

DAV (Disabled American Veterans), helping veterans with disabilities connect to meaningful employment opportunities

These organizations, among others, offer employers training, recruitment assistance, job coaching, and ongoing support to ensure success on both sides of the employment relationship.

A Business Imperative for the Future of Work

As technology, automation, and hybrid work models evolve, creativity, adaptability, and problem-solving will remain essential skills. Individuals who navigate the world with diverse abilities or neurodivergent traits often bring these exact strengths.

Investing in inclusion today positions organizations for long-term innovation, resilience, and competitive advantage. It’s not a short-term initiative—it’s a strategy for the future.

The Final Thought

Hiring people with diverse abilities and neurodivergent individuals is more than a gesture of goodwill—it’s a strategic decision that delivers measurable business outcomes. It expands the talent pipeline, fuels innovation, enhances company culture, and aligns with the inclusive values that drive modern business success.

As regional employers and Chamber members continue to build inclusive economies, embracing diverse abilities and neurodiversity isn’t just the right thing to do—it’s the smart thing to do. The question for business leaders is no longer why hire individuals with diverse abilities and neurodivergent talent—but how soon can we start?

The Cincinnati Chamber’s Everyone Belongs Here initiative is committed to helping businesses cultivate inclusive workplaces where all talent can thrive. If your organization is ready to explore hiring people with diverse abilities or neurodiversity-friendly practices, connect with the Everyone Belongs Here team to access local resources, training, and employer partnerships that can help you get started.

Together, we can build a workforce that reflects the full vibrancy, innovation, and potential of our region.

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From established executives to emerging entrepreneurs, every attendee brought unique experience and perspective to the day’s discussions. Together, we explored how innovation, partnership, and purpose-driven leadership can keep our region moving forward. The message was clear: Cincinnati’s success is built on collaboration, and our greatest strength lies in our ability to work together through change.

Adapting to Uncertainty

The summit opened with a recognition of today’s reality — uncertainty has become a constant in business. But for Cincinnati’s leaders, uncertainty isn’t a setback; it’s an opportunity to evolve.

Panelists and speakers shared how organizations across the region are embracing flexibility and resilience as core competencies. By staying grounded in strong relationships with financial partners, suppliers, and community collaborators local businesses are finding ways to grow stronger, even amid disruption.

Cultivating a Growth Mindset

Throughout the day, one recurring theme emerged: growth is a mindset. Our region’s economic momentum from population gains to rising investment reflects not just strong fundamentals, but an attitude of collaboration and continuous improvement.

Chamber President and CEO Brendan Cull noted that today’s business leaders aren’t deterred by headwinds — they adapt by building strong relationships, sharing ideas, and showing up for one another in forums like this. The results speak for themselves: Cincinnati’s population grew by more than 20,000 in 2024, employment continues to rise, and our regional economy is outperforming peers across Ohio and Kentucky. Attendees were encouraged to embrace change as fuel for innovation. Learning from peers, sharing best practices, and remaining open to new ideas ensures Cincinnati’s business community stays competitive and connected.

Strengthening Local Partnerships

Global supply chains are also shifting, and Cincinnati’s leaders are turning that disruption into opportunity, too. Summit panelists discussed how businesses are bringing sourcing closer to home, investing in regional suppliers, and prioritizing relationships that create long-term stability and shared prosperity.

They emphasized that collaboration across industries — and across communities — builds the foundation for sustained growth. By engaging diverse suppliers and investing in local capacity, Cincinnati continues to model what it means to grow inclusively and responsibly.

Cincinnati’s commitment to supplier diversity, mentorship, and the elevation of minority-owned and small businesses reflects a simple truth: when everyone participates, the entire region prospers.

Speakers and attendees alike reinforced that inclusion and equity strengthen innovation, foster trust, and ensure that Cincinnati’s economic success is shared by all who call this region home.

Looking Ahead

The conversations at the Regional Business Summit made one thing unmistakably clear: Cincinnati’s future is bright  because we’re advancing it together.

Through innovation, inclusion, and collaboration, our region continues to set the standard for what shared success can look like. The Chamber is proud to stand beside every member, partner, and leader as we build on this momentum and navigate the next chapter of growth.

Join us at the upcoming Fifth Third Leadership Symposium in December, as we continue the essential work of connecting leaders, strengthening communities, and shaping a future defined by opportunity for all.

Because in Cincinnati, progress isn’t just a goal — it’s a shared commitment.

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Traditional student education is often focused on lectures and studying topics that may not be of particular interest (or even relevance) to their lives (present/or future). For example, when in college, my intense capstone class was Plato’s Republic. I was studying international affairs, specializing in Russian and Eastern European history. In addition to it being all reading and presentations in a classroom, what relevance was this to my major? 

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The truth is that project-based learning is not easy. I say this from first-hand experience as our Cincinnati Chamber’s C-Change program uses project-based learning for our community projects. Each year I split the class into smaller groups, and they work with different nonprofit organizations on projects deemed necessary or wanted by the nonprofit primarily outside of our class sessions. I ask that the C-Change groups meet with each other at least twice a month, meet with the nonprofit point-person at least once a month, groups volunteer with the organization once, all while working on the project deliverbles. Seems easy enough? Here are some challenges: 

"The cohort, and their learning activation model, is perfect for organizations like KCB seeking to make maximum positive impact on our community, but lacking the ability to do quality research and development. Cohorts have analyzed our space limitations and opportunities for increasing our impacts with greater, well-designed, physical space. They have designed culture enhancements to enable us to fully appreciate, and mobilize, our most important and valuable resource, our people. They have designed a program to utilize our existing infrastructure to captivate a new market and double our impact to deliver quality outcomes with that program. None of these things would be possible without the quality work and engagement from the cohort."

Jonathan Adee

Executive Director, Keep Cincinnati Beautiful

In regards to the benefits of community project-based learning, I would say they are abundant and multi-faceted! Not only did the C-Change members assist QCBB with essential projects including enhancing our marketing efforts, laying the groundwork for a young professional board, and developing the foundation for an ongoing giving program, the C-Change participants brought fresh perspectives, professional expertise, and valuable community connections. From the outset, it was clear that they were committed to truly understanding the nuances of our organization. They took the time to learn about our current needs and challenges, as well as our long-term vision for a stronger, more sustainable organization. This thoughtful approach led to insightful suggestions and strategies that will continue to benefit us well into the future. Beyond their project work, their engagement through volunteering and ongoing conversations demonstrated a genuine investment in our mission.

Michelle Otten Guenther (LC44)

CEO, Queen City Book Bank

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