One question that keeps coming up to me and honestly, it should.

How do you build a hiring process that genuinely finds neurodivergent talent? Not as a diversity checkbox. Not as a PR move. But as something that actually makes your organisation smarter, sharper, and more capable?

I've been sitting with this question for a while. And the research is pretty clear: most hiring processes aren't built for this. Not because companies are malicious, but because the systems were never designed with neurodivergent minds in mind. So let's talk about what that actually means, and what you can do about it.

Interview: perceptions of talent acquisition while building recruitment processes

Talent-acquisition (TA) teams often rely on scalable, standardised hiring funnels: mass ads, thousands of applications, structured interviews, personality/behavioural screens, standard onboarding. These systems are efficient - and they work for many candidates.

Austin et al (2017) introduce key issues when you are deliberately seeking neurodiverse talent.

1. Scalability versus neurodiverse fit.

HR processes often focus on handling large numbers of people in the same way. But when trying to attract neurodiverse candidates, this creates a problem. Many organisations look for behaviours like strong social skills, networking, emotional intelligence, persuasion, and confident interview presence, and these can unintentionally exclude neurodivergent people.

Many companies “ask employees to trim away their differences… because it’s easier to fit people together if they are all perfect rectangles.”

2. The traditional interview is limiting.

Many neurodivergent individuals do not perform well in standard interviews - not because they lack ability, but because the format favor social fluency, comfort with ambiguity, quick verbal responses and affect management.

Neurodiverse candidates may need more time, and alternative assessment methods can surface their capabilities far better than interviews alone.

3. The assumption of standardisation.

Scalable talent acquisition (TA) processes often rely on strict, standardised methods. But a neurodiversity-informed approach changes the mindset: instead of forcing people to fit the process, you adapt the process to fit the person.

This can feel uncomfortable for TA teams used to speed and consistency — but it’s essential to unlock neurodiverse talent.

The results of not adjusting

If recruitment doesn’t support neurodiversity, organisations lose more than just diversity image. They lose real talent!!!

As Robert D. Austin and Gary P. Pisano argue, neurodiverse talent is often overlooked. Companies need to treat people not as interchangeable resources, but as unique individuals with different strengths.

When organisations don’t adapt, it leads to:

• A smaller talent pool shaped by narrow, “neurotypical” expectations

• Missed opportunities for innovation and problem-solving

• Higher turnover or dropouts from neurodivergent hires who feel misunderstood or unsupported

• Damage to reputation when inclusion claims don’t match reality

How to create an inclusive talent-acquisition process

Here's what the research and the best corporate programmes point to. None of this is radical. But it does require intention, and I'm gonna share with you now:

1. Partner with social experts.

Collaborate with external organisations (non-profits, government programmes, specialised talent-agencies) experienced in neurodiversity employment. They can assist in prescreening, training, and even public-funding support. 

2. Use non-traditional, non-interview-based assessments.

Design assessments that allow neurodiverse candidates to show what they can do, rather than how well they can behave in an interview. For example: practical tasks, “hangouts”, job-try-outs, puzzle/problem-solving sessions.

3. Provide training across the organisation.

Train employees and leaders: short awareness modules for staff; more in-depth training for hiring managers and supervisors about neurodiversity, accommodation, strengths-based assessment. 

4. Build a support ecosystem.

Adopt a structured support-model: e.g., two “support circles” (work and personal life) with buddy systems, mentors, life-skills coaches, HR business partners.

5. Tailor career-management and transition pathways.

Create “safe pods” or development hubs for neurodivergent employees where they can build competence and transition into more mainstream roles when ready. Example: Hewlett Packard Enterprise (HPE) pods.

6. Scale and mainstream the programme.

After pilot-success, integrate neurodiverse-friendly TA into regular TA processes. Make sure it’s not a stand-alone separate initiative, but embedded in standard hiring culture. 

7. Monitor outcomes and iterate.

Track retention, performance, job satisfaction, and adapt processes as you learn. Companies like SAP show that transparency and data drive continuous improvement.

Interventions for business psychologists and TA professionals

• Review job-descriptions with a “neurodiversity lens”: highlight skills, abilities, and performance outcomes rather than social/behavioural “fit”.

• Audit your interview stage: which questions privilege neurotypical-style responses? Replace or supplement with work-samples, simulations or structured tasks.

• Engage with your D&I / DEI team to ensure neurodiversity is included explicitly - not subsumed under generic “disability” or “diversity” labels.

• Launch internal training for hiring managers – focus on bias, stereotype threat, cognitive style differences, strengths-based hiring.

• Ensure reasonable adjustments are baked into TA: e.g., quiet rooms for assessment, extra time, alternate formats, clear pre-briefs.

• Align TA with “person-job fit” not simply “person-organisation fit” for all candidates, paying particular attention to neurodiverse strengths.

• Seek to document and share success stories (with consent) to build credibility and momentum.

Visit The Business Psycho now for deeper insights, tools, and frameworks that help you build the inclusive TA processes that win. Your next hire might just change everything.

References

1. Austin, R. D., & Pisano, G. P. (2017). Neurodiversity as a competitive advantage. Harvard Business Review, 95(3), 96-103.

2. “Neuroinclusion at SAP” Knowledge Centre. (n.d.). https://www.sap.com/discover/neuroinclusion/knowledge-center.html

3. SAP Africa News Centre. (March 1 2024). Transparency, empathy key to supporting neurodiversity in the workplace. https://news.sap.com/africa/2024/03/transparency-empathy-key-to-supporting-neurodiversity-in-the-workplace/

4. Neurodiversity Hub. (n.d.). Neurodiversity resources for employers. https://www.neurodiversityhub.org/employers

5. NeuroDiversity Handbook v4. (2025). IO1_NeuroDiversity-Handbook. https://neurodiversitypower.eu/wp-content/uploads/2025/03/IO1_NeuroDiversity-Handbook-v.4.-with-Part-B-completed.pdf