Hiring for Neurodiversity: where do we go wrong?

I know I’m late posting this blog, and I want to start by apologizing. Truthfully, I’ve had a lot going on... finding time to focus and regroup my thoughts has been a real challenge. But finally, after a conversation with an old neurodivergent friend, I felt inspired again. That conversation sparked something in me, and I suddenly had so much to say. If you’re reading this, dear friend: thank you. You helped relight my fire.

I recently read an article that gave me pause. I didn’t agree with all of it, but it pushed me to reflect. Here's the quote that stood out:

“While the ideals of DEI hiring initiatives were noble, they seem to potentially fly in the face of individual hopes, dreams, and pride. In the neurodiversity space, I have long argued that DEI plans like Autism at Work are failures because they have never helped a significant number of autistic people. They were always held back by stigma.”

You can read the full article here: A New Special Approach to DEI and Special ED.

I don’t fully agree that programs like Autism at Work are failures. I believe they’re important, but they’re just a drop in the bucket compared to the larger systemic effort that’s required.

The Interview Process Is Still a Minefield

Let’s talk about masking. I’ve written about it before. Many of us don’t feel safe disclosing our neurodivergence during interviews. We’re afraid—of being judged, of the impact it might have, of being labeled, and ultimately, of being seen as less than.

And what about the people who don’t even realize they’re neurodivergent, but would benefit from an adapted process? Shouldn’t they be supported too—without needing a formal label to justify it?

Inclusive Design Shouldn’t Be Opt-In

We often think of accommodations as something reactive: someone declares a need, and we provide an exception. But the more proactive approach is to build flexible, inclusive systems from the start. If we design hiring processes that accommodate a range of thinking, communication, and processing styles, then everyone benefits label or no label.

But what if we flipped the model? What does this look like you may ask? This is what a speech from a recruiter may look like:

"We want our process to help you show your best work, not test how well you navigate interviews. Here are a few ways we can support you: we can share questions in advance, offer breaks between rounds, or adjust the format to better suit how you communicate best."

"Our goal is to see you at your best. If there's anything we can adjust—like sharing questions ahead of time, offering written options, or spacing out interviews—just let us know. These are all options we’re happy to offer."

"We’ve built our process to be flexible and inclusive. For example, we can offer alternative formats, extra time to process information, or send the interview structure ahead of time. Let us know what helps you bring your best."

As my friend wisely put it: everyone benefits from neuroinclusivity. And they’re right. We all have different working styles, preferences, and cognitive patterns. It makes no sense to assume a one-size-fits-all process when the human brain is anything but one-size.

Yes, it’s hard. Yes, it feels overwhelming. But if you build inclusively from the beginning, you won’t need to retrofit or constantly patch your systems later on.

The Internal Gap: Where the Real Problem Lies

So we’ve covered external recruitment—but what happens after someone is hired?

Statistically, around 1 in 7 people are neurodivergent (source: ACAS UK, 2023). Now look at your workforce. Chances are, it's already neurodivergent in ways you haven't accounted for. What are you doing to support these individuals and avoid what I call the “revolving door effect”?

Companies often put energy into hiring diverse candidates but stop short of creating environments where those same people can thrive. It’s not enough to hire inclusively if you don’t also retain inclusively.

The Missing Infrastructure

Ask yourself:

• Do you have mentorship or sponsorship programs tailored to neurodivergent employees?

• Are your performance review processes flexible enough to account for different communication or working styles?

• Have you designed career development paths that don't inadvertently reward only extroverted or neurotypical behaviors?

• Do employees feel psychologically safe disclosing their needs or challenges?

• Do you have specific hiring frameworks for your neurodivergent talent to shine? Or is this reserved externally?

A friend once told me it was easier to apply externally to a diversity hiring program than to go through their own company’s internal process. That broke my heart. Internal mobility and support structures should feel like a continuation of your inclusive hiring efforts—not an afterthought.

Where Do We Go From Here?

We need to stop treating neurodiversity as a checkbox, a hiring goal, or a PR initiative. It’s not just about getting people through the door—it’s about keeping them, understanding them, and helping them thrive.

That said, I want to be clear:

Yes, to specific hiring initiatives.

Yes, to tailored recruitment programs that give more people a chance.

Yes, to inclusion for all, not just those with a diagnosis or a label, but everyone who works and thinks a little differently.

These programs are not failures. They’re beginnings. But we need to move from isolated efforts to whole-system inclusion. That means aligning how we recruit with how we promote, how we train with how we lead, and how we talk about difference with how we design our cultures. Let’s build workplaces that start from the assumption of diversity, and evolve from there.