Justin Nelson spends his workdays leading a team at JP Morgan Private Bank, but some of his most personal work happens elsewhere. The Connecticut-based Managing Director volunteers with organizations that help neurodiverse people move from school into steady careers.
Nelson heads the Asset Management and Financial Principals Coverage Team, which oversees more than $15 billion in assets. Outside that role, he supports two groups focused on people on the autism spectrum.
Two Organizations, One Goal
The first is Adelphi University’s Bridges Program. It provides support systems for high-functioning students on the spectrum while they complete their education.
The second is Broad Futures, a charity that pairs neurodiverse candidates with employers. Nelson describes its approach this way: “They work with employers to match up people who are neurodiverse. They operate by helping employers get educated and having them run a program for them to help them select candidates.”
The two groups cover different stages of the same journey. According to Nelson, the hardest moment for many neurodiverse individuals comes when they leave the classroom and try to enter the workforce.
The Hiring Gap
Justin Nelson traces much of that difficulty to the interview. “Interviews can be hard for them, so an employer has to think differently about the hiring process,” he says. He notes that communication tends to be the biggest obstacle, since everyday social exchanges that come easily to most people can be very hard for someone on the spectrum.
Yet those same candidates often bring abilities that employers want. Justin Nelson JP Morgan says they can be extremely creative and show computational skills that far exceed the norm. Financial services firms prize attention to detail and analytical rigor, so that profile is valuable.
His advice to firms draws directly on this volunteer experience. The JP Morgan executive suggests redesigning interviews, giving employees structured tasks, and partnering with specialized organizations like the ones he supports. These changes ask little of employers in terms of cost, he argues, while giving them access to capable people the industry has long overlooked.
“Employers really need to change how they think about engaging with these people,” Nelson says. Refer to this article for related information.
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