Certain assessments that are commonly used within recruitment selection processes can be very effective at filtering out candidates. The question is, how often are they filtering out candidates that might actually be ideally suited to the role?

Are these tests causing you to not only miss out on quality but diversity in your team as a result?

In this article, I’ll discuss some thoughts on why psychometric testing could be causing you to miss out on talented candidates.

Many people who identify as being neurodivergent, which covers neurological conditions such Aspergers, Autism, ADHD and Dyslexia, are reported as being under supported at work.

Australian and international statistics also indicate that between 52% and 60% of people with a disability or neurodiverse are unemployed. This does not include the large numbers that are underemployed (employed less than 32 hours a week) where they have the capacity and desire to work more.

With the often highly valuable workplace strengths that neurodivergent people possess, this represents a significant opportunity for organisations to access a capable and willing pool of talent.

The first and typically the last hurdle that most neurodivergent job candidates face is the recruitment process. From sometimes long, repetitive and occasionally ambiguous application forms to panel interviews and assessment centres that generally only serve to highlight the challenges these candidates may have with social interactions, there are a number of stages where job candidates will stumble.

However, there are many minor adjustments that organisations can make to their processes that will allow neurodivergent candidates to demonstrate their strengths and character.

When it comes to establishing a deliberate approach to increasing organisational diversity, creativity and performance, a neurodiversity hiring program is certainly a growing ‘go to’. The question for many organisations starting out though, is how?

In simple terms, there are really 3 primary formats that any organisation can take. In this post, I’ll explore each in turn along with some thoughts on the pros, cons and what considerations might be relevant for your organisation.

Having dealt with the challenge of how to recruit neurodiverse candidates and onboard them into your business, you’re now considering the next steps as part of your diversity and inclusion plans.

Or you may be in the camp where you have identified existing staff who have disclosed as being neurodiverse or are facing ‘stereotypical’ workplace challenges.

Making reasonable adjustments to the workplace is often a mandatory legislative requirement in most countries. But beyond that, having an inclusive workplace that caters for the needs of your staff will allow them to perform at their best.

The neurodiversity concept or movement is gaining traction globally. Certainly as awareness increases, more people are coming to understand what it means and how to relate to neurodivergent people.

A follow on implication is greater understanding of the contributions that neurodivergent people can make. What also seems to stand out for me is the realisation people have when it comes to how many people are touched by it.

So whilst approximately 10-15% of the population may identify as neurodivergent, think of all the people directly connected to that individual. With the ‘average’ family represented by four people, there are potentially at least a further three people directly and closely connected to every neurodivergent person.

The sensory environment at work impacts not only neurodivergent people. You’ll be surprised by the number of people who aren’t autistic or dyslexic for example, who are also affected by the amount of noise and movement in the office.

I’ll explain a few common areas that create challenges when it comes to the sensory environment and work, along with a few simple strategies you can employ. The upside is, the cost of doing so doesn’t need to be high, and the benefit of having done so will be felt by many of your staff.

Have you ever had an employee that didn’t seem to work well with their team members? Have you come across those project teams that seemed to be dysfunctional and worked against themselves more than for themselves?

All too often you’ll have lost employees, they’ve just left or worse still perhaps is they have remained and ‘underperformed’ or being problematic. Imagine if you didn’t need to face the constant threat of attrition, poor performance or interpersonal conflict within teams.

Imagine how much more productive, effective and engaged your staff would be if they understood each other, the organisation and had a voice.

A key part of Diversity and Inclusion efforts globally has been recruitment. Increasing an organisation's representation of neurodivergent staff through targeted recruitment efforts.\

Whilst these programs can improve diversity, do they support inclusion?