How can employers cater for neurodivergent candidates?

Employing neurodiverse candidates gives your business a competitive edge and contributes to a diverse workplace - but recruitment processes must be adjusted accordingly to be successful, writes Becs Roycroft, senior director of global emerging talent and reskill operations at mthree

According to data by Acas, more than 15% of people in the UK are neurodivergent, meaning that the brain functions, learns, and processes information differently. Neurodivergence includes a range of attention deficit disorders, as well as autism, dyslexia, and dyspraxia.

While many neurodivergent individuals are willing and able to work, and can bring a wealth of beneficial qualities to an organisation, shockingly few are employed. For example, just 22% of those with autism are either in full or part-time work. This small percentage of neurodiverse people entering into full or part-time employment is troubling.

With the right support and potentially a few adaptations, neurodivergent candidates can make excellent employees, often bringing a much-needed and varied skillset to an organisation including creativity and lateral thinking. However, for organisations to benefit from neurodiverse talent in their workforce, they need to ensure their application and recruitment processes are genuinely accessible to everyone.

Below are four ways that employers can support neurodiverse job applicants, explaining how candidates can be effectively supported throughout the entire process.

Reach out to neurodivergent candidates

Ensuring job descriptions are not inadvertently off putting to neurodivergent candidates and, most importantly, that these candidates are actively encouraged to apply to the business, is essential.

When writing job descriptions, businesses need to be clear, concise and avoid using any unnecessary jargon. Highlighting the exact skills that are essential for the role will enable neurodiverse candidates to know exactly what is required of them.

Businesses can also include a few lines in job descriptions that detail that all candidates are welcomed, and encouraged, to apply. Noting that adaptations can be made to the application process such as requesting an in-person interview or even a specific assessment scenario, may be the difference in a candidate choosing to apply or not.

Similarly, organisations could consider partnering with charities that work with these groups. A collaborative relationship with organisations such as Exceptional Individuals can help businesses reach neurodivergent candidates and ensure that these candidates feel confident and supported when applying for a role.

Ensure every recruitment process is inclusive

To avoid excluding anybody, businesses must ensure that each stage of the recruitment process caters to every candidate's needs.

For example, adding audio or visual descriptions to job listings as well as including audio descriptions of key documents will demonstrate that the business is committed to supporting every candidate that applies.

As well as this, ensuring that neurodivergent candidates needs are prioritised means that employers may need to go the extra mile when planning each of these recruitment processes. To support candidates prior to the interview, it is best to ask if there is anything in particular that they might need ahead of time. This might include giving them a clear description of how to get to the interview location, as well as what they can expect in the interview, how long the interview will take and the format of the conversation. This can help to meet the needs of neurodiverse jobseekers by providing all of the information they will need to best prepare themselves for the interview.

Consider the interview environment

For neurodivergent candidates, the interview setting can be extremely daunting. Loud and noisy settings can be particularly uncomfortable for those with sensory processing issues, for example, and opting for an environment that minimises these distractions, and mirrors situations that neurodivergent candidates prefer, can enable people to perform to the best of their ability.

Choosing a location that is quiet, away from the hustle and bustle of the main office, is a natural solution. Similarly, asking candidates where they feel most comfortable to discuss the role will demonstrate consideration for their needs and will allow both parties to gain the most benefit from the process.

Train up employees who lead the recruitment process

Much has been written about workplaces being designed only with neurotypicals in mind. For businesses to show a commitment and willingness to supporting neurodiversity, breaking down the stigma is essential.

For employees that assist with the recruitment efforts of the business, carrying out awareness training is crucial. It will ensure that interviewers are aware of the varying conditions and processes required for fairly interviewing neurodivergent candidates.

For example, they will need to understand why a certain interview environment is preferred or why they must be conscious of the way they ask questions. This will work to educate the workforce, build up awareness of neurodiversity and make it a permanent consideration for the business when introducing these candidates into the business.

Employers are beginning to recognise the real value of having neurodiverse talent within their organisation. Having the right processes and tools to support these candidates, starting with perfecting the interview process, is the best way to welcome these individuals and demonstrate that the business is committed to supporting their needs.

Neurodiversity provides companies with a competitive edge by opening up their talent pool, bringing increased skillsets to the organisation, and contributing to a rounded, diverse workplace culture. The organisations that invest in the process and support these candidates in the interview, will pave the way in cementing the business as welcoming to all.

The views expressed in this article are those of the author(s) and do not necessarily reflect the position of HECSU/Prospects

Written by

Becs Roycroft

Senior Director of Global Emerging Talent & Reskill Operations

mthree