Are Neurodiversity Recruitment Programs Set to Fail? — Neuro Advantage

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?

Before we dive into this diversity vs. inclusion question, let’s take a step backward. Let’s take a moment to explore the definitions of these terms.

What do these things actually mean?

Diversity is about having people who differ. Differ across cultural, religious, gender, socioeconomic, educational, disability or neurological backgrounds. Not an exhaustive definitional list!

Inclusion goes a step further. It’s the act of providing fair access to opportunities and resources to everyone.

Inclusion is creating a sense of belonging and recognition for all. Regardless of their background or differences.

So where were we?

Ok. Now we have an understanding of the difference between Diversity and Inclusion. Let’s go back to the original question.

How do neurodiversity hiring programs impact inclusion?

Well, let’s look at how these neurodiversity recruitment programs are often designed. I should acknowledge upfront that this is a generalisation. Not every program in every organisation will be the same.

Specific processes for specific people

These programs run specific processes designed for Neurodivergent candidates.

This allows for greater control over the recruitment experience.

Without the barriers or conflicting with the existing business as usual recruitment process. This model raises a few different considerations that are worth being mindful of.

How sustainable is this approach?

What is the likelihood of those organisations continuing with the “new” hiring process? How integrated is it with their standard process?

If the change is reliant on an external provider, is that something that is likely to continue?

I also find the idea of a separate hiring process a concern. I can’t help but feel that it’s a worry that recruitment is run as a “program”. Surely being outside the normal model only reinforces a sense of segregation?

It could give rise to the this is how we hire “those” people, and this is what we do for everyone else.

So sure. Inclusion is a tick because the programs allow for a small group of people to have an opportunity for employment.

But what happens after that? What happens when a neurodivergent candidate applies for a role after the program or outside of it?

Has the neurodiversity hiring program model driven a change to the standard hiring process? Or has Inclusion been limited?

To be honest, I struggle with understanding why the two approaches should not be the same. Why should the processes be differentiated so much?

The real opportunity is to adapt

To adapt the existing recruitment approach. To make the current processes more inclusive. So anyone at any time has fair access to the same opportunities.

This would also remove the onus for disclosure for the candidate. These programs force candidates to disclose.

You’d not dream of asking about someone’s sexual orientation before offering them a job…

Yet we don’t seem to think twice about requiring disclosure (often with written evidence) to join these programs.

Offering access to accommodations and how you could support every candidate is entirely reasonable. And doesn’t need them to share any personal or private information.

There is, a place for positive discrimination when it

comes to recruitment. Whilst many of the common models may not lend themselves well to long term change.

Neurodiversity recruitment programs play an important role

They help to break the barrier between what is known and unknown. Between the familiar and the unfamiliar.

These programs provide an opportunity for the many to become more aware of and comfortable with the few(er).

They can help get closer to a place where it’s no longer such a daunting mystery to work with a neurodivergent colleague. People across various functions also get to see how their processes and practices may exclude different people.

In short, not only do they provide meaningful, gainful employment for deserving people. They also offer learning opportunities for the organisation as a whole.

This is the true value of these programs. And like learning in any context, the learning only becomes real and can support change when that learning is then put into practice.

Enter these programs with a clear goal

To understand what needs to be different in the future. This is critical for their long term success.

Critical to getting the full value out of the program. Critical to actually driving sustainable change. Critical to becoming more inclusive and supporting the communities you serve and operate in.

All these together will serve the organisation’s purpose. Whether that’s profit, markets share, people served, community and social impact.

Closing thoughts

Specific diversity-based hiring programs can help drive increased diversity. But, there’s a lot that’s often left behind when it comes to inclusion.

The recruitment process itself may not have changed for every other potential candidate. And we’ve not even touched on what happens after they’ve started work.

Inclusion can’t be something that you do a couple of times a year and is driven by an external group.

It needs to be every day, by everyone. Internally. Today, tomorrow, next year.

Having said that. Any step towards a more inclusive workplace is a great step to take. Don’t take your eyes off what comes next.

Keep on stepping!

Originally published at https://neuroadvantage.com.au on May 27, 2022.