Making the Hiring Process More Inclusive for Neurodivergent Candidates

Neurodivergent (ND) employees often bring valuable strengths to organizations. Pattern recognition allows some ND individuals to anticipate problems long before they are evident to others. Relational thinking sparks innovation and creativity. A unique relationship to social structure opens the door to thinking past silos. Hyper-focus and special interests show up as enthusiasm, dedication, and expertise. Justice sensitivity translates into ethical work practices. Despite all the reasons organizations might want to diversify the neurotypes on their teams, neurodivergence remains an obstacle to success for many brilliant candidates. There are a few considerations talent teams can make to identify potential bias and make their process more accessible for ND applicants. The first step is to…

1. …Value Honesty—Really.

Studies show approximately 30 % of applicants lie on their resume and about 80% lie during their interview. On average, neurodivergent people have a more strictly faithful relationship with the truth. Imagine what that means for talent teams comparing candidates. How likely are you to hire someone who is flatly honest over someone who is willing to stretch the truth about their qualifications? When you come across a candidate who seems to be more interested in giving you straight-forward answers than impressing you with the ornamentation of social norms—you might want to listen. Fair warning: this also means setting aside any preferences you may have for deferential treatment or self-deprecating “humble brags.” You can expect most ND candidates to be evenly upfront with both their strengths and weaknesses. This also means using a generous lens for screening resumes. Since ND applicants are less likely to include embellishments, they may not stand out on paper. It will be helpful to…

2. …Separate Applicant Skills from Employee Skills

When it comes to the hiring process, it is hard to underestimate the power of likability. In fact, the subconscious bias of recognition is incredibly powerful. This is why so many hiring managers choose people they already know or people who remind them of themselves. However, a dolled-up resume and slick interview skills are not the same as being great at the job. Conversely, an awkward interviewee with a homely resume is not necessarily the wrong candidate. Many companies ask for performance tasks as part of the interview process. These tasks can be useful components, as they allow all applicants to demonstrate the most relevant skills they possess. However, they are usually reserved for the last few candidates to make it through. By this point, you may have already eliminated some great applicants for less relevant reasons. That is why it is a good idea to…

3. …Ditch the Cover Letter Requirement

Instead of asking for a cover letter, ask candidates to answer specific questions related to the job and the team they would be working on. This approach is mutually beneficial to both applicant and talent team. The questions you pose will give applicants a better idea of what might be expected both productively and socially, and their answers will give the talent team insight into the applicant’s thought process, as well as their specific, relevant strengths. Just be sure to…

4. …Ask the Real Question

A common obstacle to communication between neurodivergent and neurotypical people is the common social use of broad proxy language. An everyday example might be the use of “How are you?” as a proxy for a generic social greeting. The question is not genuine, and (unless the people are very close friends) no one would expect the respondent to actually share how they are doing. Interviews are often rife with broad proxy language like “Tell me about yourself.” For a neurodivergent person, this can be very confusing. Instead, ask the question you really want to know. For example, “Tell me how your unique perspective might inform your work in this role. You may include examples from your education, work experience, special interests, or general life experience.” This second approach is broad enough to get a wide range of answers, and it specifically invites candidates to share from their own perspective, while making a direct connection to expectations of the job. To give candidates the best opportunity to answer interview questions like these thoughtfully and authentically…

5. …Normalize Accommodations

As part of the application process, consider offering all candidates accommodations, such as these:

• sharing an expected timeline for the process

• clearly communicating company norms relevant to the interview, such as using first names or titles

• sharing interview questions the day before the interview

• asking if they have any clarifying questions they would like to ask

• noting that a specific type or amount eye-contact is not expected and/or making cameras optional for virtual interviews

• explicitly sharing how the organization values and supports diversity

The bottom line is start with intention. Seek out information on the value of neurodiverse organizations. Research the unique strengths and needs of neurodivergent people and explicitly express your appreciation and respect for their contributions. To learn more about how Peerstone Consulting can help you hire and support a diverse team, visit our services page or contact us at info@peerstoneconsulting.com.