Neurodiversity is the final frontier when it comes to equity in hiring , so how can recruiters create the right environment for more diverse hiring ? Amanda Kirby , CEO of Do-IT Solutions , explains .
The term neurodiversity is thought to have been coined by Australian sociologist Judy Singer in the late 1990s . It refers to the different ways in which we think , move , act , see , hear , communicate and process information – and represents one of the areas we think about least when considering equity in the workplace .
Neurodiversity is not a single condition , but neurodivergent traits can be noted in conditions such as attention deficit hyperactivity disorder ( ADHD ), autism , dyslexia and dyspraxia . People are never in clear boxes and different cognitive traits often co-occur . We use the term ‘ neurodivergent ’ as most people diverge – positively and negatively – from the ‘ average ’ person , having spiky profiles that come with both challenges and strengths . It is these spiky strengths and talents in which hiring managers are increasingly becoming interested .
Neurodivergent leaders need to be visible
Many successful business leaders are neurodivergent or demonstrate neurodivergent traits , but getting them to share their stories in the past has been difficult . However , recently more leaders have become comfortable talking about the benefits of being neurodivergent .
My learning disability gave me certain advantages , because I was able to live in the moment and capitalise on the opportunities I spotted . With ADHD , you ’ re curious
One example is the late IKEA founder Ingvar Kamprad , who adapted the inner workings of his business to compensate for his ADHD and dyslexia . Kamprad chose to identify his products by their nature and origin instead of a numerical code , with beds named after places in Norway and garden furniture named after Swedish islands . This allowed Kamprad to visualise and remember his stock .
Another is Paul Orfalea , founder of the US copy store Kinko ’ s ( now part of FedEx ). Orfalea has ADHD and dyslexia , but didn ’ t find out he was neurodivergent until he was an adult . He had struggled at school , where he was thought of as a ‘ problem child ’ and had difficulties focusing in class . Despite this , he developed an interest in business and used his inquisitive and impulsive nature to seek out opportunities and gaps in the market .
“ My learning disability gave me certain advantages , because I was able to live in the moment and capitalise on the opportunities I spotted . With ADHD , you ’ re curious . Your eyes believe what they see and your ears believe what others say . I learned to trust my eyes ,” he said .
Can we grow neurodiverse talent ?
So why is neurodiversity important ? Without diverse representation , we risk hiring ‘ cookie-cutter ’ candidates . This starts with the very first step in the recruitment process . Neurodivergent candidates may struggle with long and unwieldy job descriptions , which fail to describe the role accurately , in terms of what a typical day looks like .
Some neurodivergent applicants may lose out on an interview because of a spelling error on their CV , regardless of whether they would be able to use a spellchecker in their job or whether it is even an important consideration .
At interview stage , recruiters may form a bias towards those who are ‘ charmers ’ and communicate well in this particular setting . However , is this an essential skill for the actual role ? Poor past experiences in interviews may also drive up levels of anxiety for neurodivergent candidates .
Diverse leadership in the future will need spiky profiles with strengths and dips . We need to understand the benefit in having diverse views and skills
Even if a neurodiverse candidate is successful in gaining a position , they may find they have to mirror others around them to blend in . This ‘ camouflaging ’ has an emotional cost especially under conditions of conflict and stigma .
Camouflaging requires someone to engage with others socially when they may not feel comfortable to do so . It could be something as simple as turning on cameras in a video meeting because it is expected , despite the person finding it easier to engage with them off . It could be making ‘ small talk ’ at a meeting with learned scripts because it is uncomfortable and awkward to do so without them . It ’ s also the feeling of having to conform to social norms in order to ‘ fit in ’.
How recruiters can help
Managers need to make hiring accessible for all so that people with specific strengths are attracted to positions within a company . Maybe it is time to move from the Shakespearean view of requiring ‘ jacks of all trades ’ to recognising that diverse leadership in the future will need spiky profiles with strengths and dips . We need to understand the benefit in having diverse views and skills .
However , there are some steps recruiters can take to make hiring more diverse . In job descriptions , try to avoid using words that can be interpreted in a number of ways , such as ‘ flexible ’, ‘ fast-paced ’ or ‘ people person ’. Describe what a typical day in the role looks like and think about allowing people to apply in different formats , not just application forms and CVs .
When interviewing , train your panel to recognise how different people communicate differently to reduce bias . Be aware of the different challenges between face-to-face interviews and online ones . If possible , describe what will happen at each stage of the hiring process and provide some interview questions up front , so that candidates can prepare and provide support throughout the hiring process .
Professor Amanda Kirby is CEO of Do-IT Solutions , a ‘ tech-forgood ’ company that provides training for organisations about neurodiversity in education and the workplace . She is an emeritus professor at University of South Wales and has an honorary professorship at Cardiff University . She is co-author , with Theo Smith , of the recently published best-selling book Neurodiversity at Work : Drive Innovation , Performance and Productivity in a Neurodiverse Workforce .