In this section

    Screening and shortlisting

    A neuro-inclusive screening and shortlisting process is essential to ensure all applicants have an equal opportunity to be considered for a role. In this phase, neurodivergent job seekers may face unique challenges that hinder their chances of advancing due to rigid assessment criteria that may not account for unique skills and cognitive differences.

    For example, adding language such as, “Even if you don’t have the essential qualifications, if you can show us you have skills and experience that match, then apply,” can encourage neurodivergent candidates to feel more comfortable applying. A neurodivergent added,

    “That way we know that it’s not against the rules to apply even if we don’t match everything.”

    Addressing these barriers requires broadening how qualifications and skills are assessed. Offering alternative screening methods to accommodate different communication needs, and redefining shortlisting criteria to acknowledge the diverse strengths of neurodivergent candidates. Ultimately, this creates a more inclusive recruitment process that enhances workforce diversity and capability.


    Neuro-inclusive: Screening and shortlisting

    There are a number of ways in which you can make the screening and shortlisting process more neuro-inclusive.

    Application review improvements

    Qualifications

    • Barrier: Neurodivergent candidates often possess advanced skills in specific areas without formal qualifications. These skills, often stemming from deep interest and self-taught expertise, may not align with traditional job descriptions, preventing the individual from becoming a shortlisted candidate.
    • Strategy: Embrace a broader range of qualifications and experiences, including unconventional career paths and informal learning. Focus on transferable skills and practical experience rather than strictly formal education.

    Career pathways

    • Barrier: Many neurodivergent individuals have employment gaps, often due to time spent developing skills informally or focusing on personal interests that may not be represented on their resumes.
    • Strategy: Evaluate skills by using alternative assessment methods that allow individuals to showcase their abilities, even if developed through non-traditional pathways.

    Employee insight: “Burnout gaps are common. I had to stop working for a year after my first job because of overstimulation and feeling out of place in the team.”

    Presentation of qualifications

    • Barrier: Neurodivergent applicants may face challenges in presenting their experiences due to non-linear career histories and limited professional references.
    • Strategy: Adapt applications to be more accessible, providing clear guidance on what information to include and examples to help neurodivergent candidates present relevant information effectively.

    Initial screening adaptations

    Diverse screening methods

    • Barrier: Many talent management systems rely on keywords or criteria that reflect ‘neurotypical’ standards, excluding candidates with unconventional resumes. Additionally, timed tests can disadvantage those who need more processing time.
    • Strategy: Use varied screening techniques, such as written questionnaires or scenario-based assessments, allowing candidates to showcase their skills in formats suited to their communication styles.

    Clear communication

    • Barrier: Ambiguity in assessment processes and expectations can lead to anxiety and misinterpretation.
    • Strategy: Provide detailed explanations of the assessment process, sample questions, and opportunities for practice to reduce anxiety and prepare candidates effectively.

    Shortlisting enhancements

    Bias mitigation

    • Barrier: Standardised algorithms and rigid criteria in shortlisting processes may overlook neurodivergent candidates due to societal misconceptions or narrowly defined qualifications.
    • Strategies
      • Bias training: Equip recruitment teams with training to identify and mitigate unconscious biases for a fair evaluation of all candidates.
      • Flexible evaluation criteria: Tailor evaluation criteria to diverse cognitive styles and processing speeds, allowing neurodivergent candidates to showcase their unique strengths.
      • Multiple assessment methods: Use a combination of assessments to capture a comprehensive view of each candidate’s abilities rather than relying on a single method.

    Employee insight: “Bias training would be helpful every year, as new biases emerge over time and with shifts in team culture. This should cover neurodivergence and other diversity areas.”


    Accommodations for neurodivergent candidates

    “If a candidate identifies as neurodiverse, we contact them by phone or email to discuss adjustments that may assist in the recruitment process and create a plan moving forward. Adjustments can include extended HireVue assessments, one-on-one information sessions, providing interview questions early, and interview coaching.” — Commonwealth Bank of Australia, Accessibility and Inclusion Strategy 2024-2026.

    By implementing these inclusive strategies, organisations can significantly improve their recruitment processes, making them fairer and more accessible to neurodivergent job seekers. This approach not only enhances workforce diversity and capability but also fosters a more inclusive and supportive corporate culture.

    “As an employer I believe and have seen that supporting neurodiversity isn’t just about being inclusive, it’s good for business. It attracts a wider talent pool, boosts innovation, improves employee well-being, and reduces costs. In short, it strengthens your employer brand and builds a successful work environment.”

    “As a small business we create policies and procedures collaboratively with staff, making sure that the policies are designed for them by them”.

    “When you’re in an inclusive workplace people identify and understand the strengths you bring and accommodate work to focus on your strength areas”

    “In an inclusive workplace neurodivergent employees should feel that they are understood by staff.”

    “Inclusive onboarding for me really enhanced the comfort. Your first day can be really scary as you don’t know what to do, who to meet. At one place started at they told me what the plan was, who I was to meet and gave me clear instructions of where to go which helped me have a plan until the person who was collecting me arrived which made the whole thing a little bit less stressful.”

    “I found work tours really helpful when they are part of the interview. It helped me sell myself during the interview as you can look at the types of equipment you will be using and get a better idea of what they want from you and the employer gets to see how you react to the environment”

    “Feeling understood by my manager meant that I felt valued by the workplace, and that my unique perspective was valuable. When managers have understood me and my strengths, I have definitely felt more motivated to do my best for the business or company as a result.”

    “I’ve noticed that in workplaces I’ve been in positive changes have been really successful when they come from the top down.”

    “In the business I work in, to show job seekers that we are inclusive we have inclusivity statements on our website and our job ads. We also offer adjustments and accommodations as part of the recruitment process”

    “The advice that I would give to businesses wanting to be inclusive is you have to start somewhere, even with something small. Be open to new ways of thinking and get input from staff to start making inclusive changes. Get it going, get it moving and let’s start doing something.”

    “Your workforce needs to reflect your customer base. It really allows your customer base to feel more welcome and like they belong. I have found also that diversity of thought, skills background and knowledge also reduces bias and group think within an organisation, that’s one of the key things I have found”.

    ‘In an organisational setting, inclusion is seen as a means to improve performance and employee satisfaction. It improves employee loyalty, creative problem solving and teamwork.

    “In my previous role I did not disclose this information because I was already having difficulties with colleagues. In my current role I have disclosed to team members I am comfortable with.”

    Autism SA completed a National Survey in 2023, where 72 neurodivergent people were asked if they had disclosed during the recruitment process or in a workplace. 33% shared that they had not disclosed, 40% said that they had disclosed their diagnosis, while 26% partly disclosed.

    “I love sharing my experience of being on the spectrum with people. It’s all about awareness”

    “The number one thing that neurodivergent jobseekers look for when determining if an organisation is inclusive, is inclusive statements and language”

    “Inclusive workplaces enhance teamwork and collaboration by valuing diverse contributions and perspectives.”

    “Neurodiverse workplaces better reflect and understand the needs and preferences of diverse groups of people. This helps to expand the market and customer base and provide a wider range of products and services.”

    “A diverse workforce is able to tackle a wide range of work challenges, thereby increasing overall efficiency and productivity.”

    “This diversity can promote innovation and creativity, as different ways of thinking can lead to different perspectives and approaches to problem solving.”

    “As an autistic employee, feeling valued motivates me to do my best”

    “Inclusive recruitment has allowed us to build a diverse talent pipeline, ensuring our organisation’s long-term success.”