It’s no secret that we’ve recently seen pressure in some parts of the world to scale back on Diversity Equity & Inclusion (or DE&I) initiatives at organisations of all kinds. However, despite this backlash, diversity and inclusion remain important in all aspects of business.
This isn’t just a case of it being “the right thing to do” or a way to enhance your reputation. Its benefits stretch further than that. After all, in order for products and services to work for everyone and succeed, we need to make sure that a range of demographics are represented in the ideation and creation process. That means diversity of experience, identity and thought.
Take the importance of neurodiversity in the tech workforce, for example. Studies show that neurodivergent professionals increase team productivity by 30%, yet they often struggle to find employment. This blog will explore neurodiversity in more detail, why neurodivergent candidates face challenges in finding work and how hiring practices can be altered to bring better talent to your business.
The term “neurodiversity” describes the way in which humans vary in terms of our neurocognitive ability and how our brains work. It’s estimated that up to 20% of the world are neurodivergent and, like their neurotypical peers, boast their own strengths as well as weaknesses.
As a result, neurodivergence can be an advantage in an environment that enables people to play to their strengths, while also minimising challenges that can impact their productivity and comfort. Tech is a common area in which we tend to see neurodivergent professionals shine – James Milligan, Global Head of Technology at Hays, has previously written about how cyber security teams can benefit from their input.
Jacqui Wallis is CEO at Genius Within, a social enterprise dedicated to supporting neurodivergent people in the world of work. In her blog on the Hays website, she offers examples of traits that potentially aligned with certain conditions, based on research.
However, she rightly stresses the importance of assessing the individual and what they bring to the table, rather than be tempted by stereotypes. These assumptions are only going to cause problems for both the candidate and the hiring party.
Despite the skills, perspectives and attributes that neurodivergent talent can bring to an organisation, many are still struggling to find their way in the world of work. According to the Australian Bureau of Statistics, 34% of Australia’s neurodivergent community are unemployed, while 2025 figures show this is 31% in the UK.
For businesses to nurture and harness these people’s vast potential, there needs to be a shift in the way we look at inclusive hiring. Even in today’s climate, too often we see organisations reiterate their commitment to DE&I without walking the walk. DE&I isn’t just an aesthetic or a trend, but something organisations must live and breathe. In other cases, you’ll see companies showing their working in this area, without actually deploying the most effective methods to build a truly diverse workforce.
This is because, ultimately, hiring through traditional CV and interview assessments isn’t inclusive. Unconscious bias creeps in at several stages, including:
The above just scratches the surface, since there are 180 biases that need to be mitigated for the recruitment!
The result of these biases? The same people get hired – those most similar to the hiring managers.
What actions can you take? Firstly, you don’t need to invest large resources in groups and initiatives. In fact, this can dissuade decision makers from investing the necessary resources.
Skills-based hiring has been a major talking point in the world of work over recent years. However, larger organisations with ingrained current hiring practices are yet to adopt this approach. This means that they, and any like-minded employers, are missing out on top talent.
My colleague, Harry Gooding, Director for Hays Skills in the UK, explains: “Skills-based hiring offers a powerful way to unlock the potential of neurodivergent talent. By focusing on demonstrable abilities rather than relying on traditional avenues like CVs, previous experience, or qualifications, we create a level playing field where diverse minds can truly shine.
“However, it's crucial to remember that a one-size-fits-all approach won't work, even within skills-based hiring. To truly maximise inclusivity, organisations need to adapt and increase flexibility within their skills-based processes and assessments, ensuring the entire candidate journey is tailored and accessible for the wide range of people you’re looking to engage. This approach particularly allows neurodivergent individuals, whose unique "spiky profiles" often include exceptional strengths, to showcase their unique potential and valuable perspectives, ultimately building a more innovative and successful workforce.”
So, what does this actually entail? Here are some examples of ways to attract and bring the best out of neurodivergent candidates.
Most of the above are small changes that can make a hugely positive difference to the candidate experience for neurodiverse talent. Does it require a degree of flexibility and unorthodox thinking? Yes. However, it’s precisely this attitude that will help you discover talent that bring fresh experiences and perspectives to your organisation.
Matt Cotton Business Director and Cyber Practice Lead, Hays ANZ
Matt is a highly experienced recruitment professional with almost 20 years’ expertise across multiple sectors, industries and countries. A firm believer in the role of People & Culture at the heart of every great business, he has a huge passion for supporting Neurodivergent talent and driving awareness around the benefits of hiring, supporting and retaining Neurodivergent minds.
