Recruiting Neurodivergent Talent Right: The Employee Lifecycle Series

This is the second blog article in a series which considers how HR professionals might support neurodivergent talent. It aims to offer practical tips, and to pose questions for HR professionals to consider, as they look to develop neuro-inclusive practices within their organisations.

Beginning to Build a Neurodiversity Management Strategy

In the first article, I introduced the employee lifecycle model. I proposed that the model was an effective way for organisations at the start of their neurodiversity management journey to break down what might seem like a daunting task into more manageable, ‘bitesize’ pieces. For those already underway with their neurodiversity management journey, I suggested that it also provides a helpful way to structure the review or evaluation of previously introduced interventions or to identify where the next steps to develop strategy and practice might be taken.

What I did not suggest in the previous blog was that the employee lifecycle offered an obvious starting point. After all, the starting point in a cycle is not that clear and each organisation is different. So, where should you start? It depends! But, this blog will focus on Attraction, Recruitment and Selection as a combined phase of the model.

Attraction, Recruitment and Selection: Getting it Right

Without doubt, we will have already attracted and recruited neurodivergent talent without taking steps to make this phase of the employee lifecycle model more neuro-inclusive. But, we need to make sure this is the result of deliberate planning and action, not luck! So, let us start by asking:

Is Attraction, Recruitment, and Selection as Neuro-Inclusive as It Could Be?

It is worth bearing in mind that getting this right is not only going to make us attractive to, and successful in our recruitment of neurodivergent talent, but has wider benefits. There is a knock-on effect on retention. Millennials and Gen Z workers indicate that working in a diverse organisation would influence their decision to stay with an employer for more than 5 years.

Whilst I suggested I’m going to tackle Attraction, Recruitment and Selection as a single phase of the model, let’s break it into two parts, starting with attraction.

Attraction

We might begin by asking: what would encourage a neurodivergent individual to apply for a role in our organisation?

If our workforce is to be truly neurodiverse, reflecting the breadth of human neuro-cognition, we must start by ensuring we are as attractive as possible to potential neurodivergent applicants.

What does your organisation do to indicate that you welcome applications from neurodivergent individuals?

Attraction Tips

• Display your strengths as an inclusive employer. Potential applicants need to feel safe to apply.

• Consider how outward facing documentation about your organisation (e.g., website) demonstrates your commitment to Diversity, Equity and Inclusion. Applicants will be doing due diligence on you in the same way you will on them! 

• Make applications easy. Consider creating different ways of applying, include the option to reach out for support if needed and advertise these. Include Hiring Manager contact details on all candidate packs with multiple contact methods to reduce anxiety.

Recruitment and Selection

Once you have evaluated the attraction stage, next consider recruitment and selection and work to identify any potential barriers faced by neurodivergent individuals who have made it past the application stage. Remember you are not looking to appoint someone who is good at being interviewed. You are looking to appoint the person who will be good at doing the job you are interviewing for! This means you need to communicate clearly about what the job involves and the skills and expertise it requires and ensure your selection process is effective enough to identify these irrespective of how the interviewee might evidence them.

What do you need to consider so that the recruitment and selection process is as equitable as possible?

Recruitment and Selection Tips

• Job Descriptions: Ensure that job descriptions are clear, concise, and free of jargon. This helps candidates assess whether they are a good fit for the position and allows you to base your selection tools on this information. Be honest about what will be expected in the role.

• Interviews and Interview Questions: Provide candidates with a guide on what to expect during the interview. Offering potential reasonable adjustments, such as allowing extra time or providing questions in advance, can help candidates perform at their best. Focus on the content of their answers rather than non-verbal cues like eye contact or social skills, and consider asking your neurodivergent Employee Resource Group to review your interview questions to check their clarity.

• Situational Judgement Tests/Reading & Writing Assessments: Offer flexibility in how these assessments are completed and be clear about what is required, offering both written and visual instructions. Reasonable adjustments, such as read-aloud software, can also be beneficial.

By implementing these strategies, you can ensure that your recruitment and selection process is as equitable as possible, helping you to identify the best candidates for the job based on their skills and expertise rather than their ability to navigate traditional interview processes. This approach not only supports neurodivergent talent but also enhances the overall inclusivity and effectiveness of your hiring practices.

A final question to consider: do neurodivergent colleagues contribute to all aspects of Attraction, Recruitment and Selection in your organisation?

Next Steps in Your Neurodiversity Strategy

Starting your neurodiversity strategy journey may seem daunting but breaking it down into manageable steps can make it more achievable. HR professionals play a critical role in developing and implementing strategies that foster an inclusive workplace culture. The Employee Lifecycle Model offers a framework for you to consider each aspect of the key functions of your organisation as you begin work to create a truly neuro-inclusive environment or review the work you have already undertaken.

This blog has focused on the initial phase, combining Attraction, Recruitment and Selection, highlighting the importance of making these processes as equitable as possible. However, the journey doesn't end here. Each phase of the employee lifecycle requires attention to ensure your neurodiversity strategy is comprehensive, embedded, and effective.

Begin your journey today by evaluating your current practices and identifying areas for improvement against this phase of the Employee Lifecycle, and keep an eye out for the next blog in this series!

Lexxic provides a variety of tailored solutions to support your organisation in reaching its neurodiversity goals. Examples of our recruitment support includes services such as:

• Recruitment audit to comprehensively review job advertisements, application forms, and selection processes, offering actionable recommendations.

• Workshops and webinars tailored to your organisation, equipping hiring managers with practical advice on neuro-inclusive recruitment.

• e-Learning modules so hiring managers can gain a better understanding of neurodiversity so they can better support neurodivergent talent.

Additionally, we offer one-to-one support services, including screenings, workplace needs assessments, coaching, and skills-based training for neurodivergent individuals that can be of great benefit as they onboard into your organisation to give them the best start in their new role.

Ready to start your journey toward neuro-inclusive recruitment? Book a chat with one of our experts today to see how we can help you attract the best talent for your organisation.