Employers need greater understanding of how to attract and retain neurodiverse talent - Daphne Doody-Green

As diagnosis becomes more common and accessible, employers need to adopt a greater understanding of neurodivergent individuals and how to attract and support them in the workplace so that they can perform at their best.

CIPD’s research found that just 7 per cent of employers say they have focused on making their organisation more diverse and inclusive. This includes the recruitment process, which employers should consider amending to attract neurodivergent applicants, starting with the language they use in job descriptions.

Often, hiring managers will fall into the trap of re-using past job descriptions that may include skills requirements that are not necessary for the role in question.

For example, terms such as ‘good’ or even ‘excellent’ communication skills could discourage applications from individuals who are outstanding in information and data processing; essential skills for the role, but less confident and competent socially.

Ensuring role descriptions are as clear and concise as possible, and focussing solely on the technical skills required for the role will benefit all applicants.

Employers can also demonstrate that they actively welcome candidates with different abilities and thinking styles by including a diversity and inclusion statement in the job description. This should state that the employer is happy to discuss reasonable adjustments needed during the interview process, and in the workplace.

It’s not uncommon for those who are neurodivergent to struggle with social situations too. Therefore, traditional interviews with rapid fire questions from multiple people, followed by an assessment at the end may cause too much anxiety for some.

Alternative assessment methods beyond interviews can include work trials, practical assessments, either in person or remote, and even apprenticeships.

If such alternative assessment methods are not possible, allowing neurodivergent people to have the interview questions in advance, to read and absorb them in a stress-free way, will help them feel much more comfortable in the interview.

Employers that do not take action to make their organisation and people management approach ‘neuro-inclusive’ will miss out on the unique skills of a substantial talent pool that can offer greater diversity in skills and creativity.

Practical steps for managers can include training on neurodiversity and communicating clearly with specific questions rather than open-ended ones that can be misinterpreted.

Taking the time to understand each employee’s strengths, challenges and working preferences will also help managers recognise any reasonable adjustments that may be needed to ensure workers are comfortable and productive in the workplace.

Daphne Doody-Green is head of the CIPD in Northern England.