Hiring neurodivergent employees: what to do and not do
Talent acquisition is something that employers are always on the lookout for, but some aspiring applicants may be overlooked due to their neurodiversity, or the range of differences and disorders in individual brain functions. These can include but are not limited to autism, disorder, dyslexia, dyspraxia and ADHD. However, employers can create more inclusive hiring with a few simple changes in their processes and directives.
Anthony Pacilio, Vice President of Neurodiverse Solutions at CAI, a tech services firm, wrote on TechTarget how HR leaders can learn how to recruit, onboard, and find mentors for neurodiverse talent. This includes reducing barriers to getting hired, such as revising the traditional job application and interview process. Pacilio, who is himself neurodivergent, recommended that HR teams develop better job descriptions using concrete language and reduce the use of jargon. Other steps Pacilio recommended include replacing panel-style job interview formats with one-on-one, short conversations so that employees can feel less pressure from the interview and be more able to showcase their skills.
Pacilio cautioned HR leaders that the efforts to diversify the workforce should also cover the workplace environment. Managers and other leaders must take the lead to create accommodations to benefit neurodivergent employees, which can vary depending on the needs of the employees. These include allowing the use of noise-cancelling headphones, creating quiet areas to work, using closed captions as part of the meetings, and sending out meeting agendas to all employees before any office-wide meeting.
READ MORE: How employers and managers can build a neuroinclusive workplace
Pacilio concluded by emphasising the importance of creating a space of mutual respect and understanding for neurodiverse employees, and suggested that creating neurodiversity-focused communities, such as employee resource groups (ERGs) or business resource groups (BRGs), can foster a sense of belonging and promote education for all employees. “They can help neurodivergent employees network and can serve as a source of support as neurodivergent employees become acclimated to the organisation,” he explained.
