Throughout time, neurodiversity has remained in the evolution of the human species because it is our strength. We have survived for centuries thanks to our diversity of thinking, understanding, and existing in the world.
Across global industries from EdTech and software to finance, design, and education organisations are increasingly vocal about diversity and inclusion. Yet many continue to rely on hiring practices that unintentionally exclude neurodivergent and disabled candidates. This contradiction is more than an equity concern. It is an innovation problem.
Mounting evidence shows that organisations overlooking neurodivergent and disabled talent are not just missing an ethical responsibility they are missing a strategic opportunity. Neurodivergent thinkers excel in pattern recognition, creativity, analytics, design, systems thinking, problem-solving, and unconventional approaches. Disabled professionals bring expertise shaped by lived experience, adaptability, and innovation born from navigating inaccessible systems.
According to Harvard Business Review, companies that intentionally recruit neurodivergent employees report productivity gains, innovation boosts, and improved quality (Austin & Pisano, 2017). Deloitte’s 2024 research echoes this, emphasizing that neuroinclusion is becoming a competitive differentiator in advanced industries that depend on creative and cognitive problem-solving (Golden et al., 2024). Meanwhile, the World Economic Forum (2022) argues that disability inclusion is no longer optional: organisations that ignore disability inclusion “exclude one of the world’s largest untapped talent pools.”
Together, these studies point to a simple reality: Exclusion stifles innovation—and inclusion accelerates it.
In an era defined by artificial intelligence, organisations now have unprecedented tools to make hiring and workplaces truly accessible. But AI is a double-edged sword: while it has enormous potential to support neurodivergent and disabled employees, it can also introduce new forms of bias if used without a critical lens (Menze, 2025). This makes intentional, human-centered design more important than ever.
This article examines how industries can rethink hiring practices, ethically harness AI, and unlock the innovation that neurodivergent and disabled professionals have consistently offered. 
1. Rethink the Application Process
Traditional hiring practices often prioritise speed, multitasking, and specific communication styles—criteria that reflect neurotypical norms but may not correlate with job performance.
Timed assessments, complex online platforms, multi-step forms, and ambiguous instructions may eliminate highly qualified candidates before they even reach the interview stage. According to Harvard Business Review, such system-level barriers often filter out individuals with exceptional analytical abilities, sustained focus, and creative thinking—precisely the traits companies need for innovation (Austin & Pisano, 2017).
Inclusive strategies include:
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Simplifying application steps;
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Offering previews of tasks and clear instructions.
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Allowing alternative formats (portfolios, recorded explanations, coding samples).
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Providing extended time or flexibility by default. Consider eliminating timed tasks entirely.
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Being explicit about accommodation options, including AI tools such as task organization, text-to-speech, and more.
2. Redesign the Interview Process
Traditional interviews often favour social fluency, rapid-fire responses, and strong eye contact. Yet these traits have little to do with job competence in fields like software engineering, cybersecurity, research, design, teaching, or analytics.
Research shows that neurodivergent professionals thrive when recruitment includes structured interviews, clear expectations, and opportunities to demonstrate skill through real tasks rather than social performance. The World Economic Forum (2022) further warns that conventional interviews disproportionately disadvantage disabled applicants and that rethinking interviews is essential to tapping into diverse talent.
Inclusive interview strategies:
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Send interview questions in advance.
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Offer written or recorded alternatives to verbal interviews.
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Provide sensory-friendly, quiet environments.
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Allow breaks and remove unnecessary social pressure.
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Use scenario-based assessments that measure actual job-relevant skills.
3. Confront Bias and Train Hiring Teams
Unconscious bias often rooted in stereotypes about communication, eye contact, tone, and physical presentation—is one of the greatest barriers facing neurodivergent and disabled candidates.
Managers often misinterpret neurodivergent traits as red flags simply because they deviate from expected norms. Research has shown, that many neurodivergent professionals underperform in interviews but overperform in actual job tasks, underscoring the need for more equitable evaluation systems.
Strategies for reducing bias:
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Train hiring managers on neurodivergent communication styles.
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Shift from “culture fit” to “culture add”.
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Implement structured scoring rubrics.
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Normalise extra processing time or direct communication.
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Decouple social behaviour from competency.
The Future Belongs to Inclusive Innovators
The future of work belongs to organisations willing to redesign systems so brilliance can emerge in all its forms. Hiring systems are only a small part of building a company, organisation, or school that is fully inclusive and fostering the innovative power of neurodivergence. “Embracing neurodiversity isn’t merely a nod to inclusivity; it’s a shift towards unleashing the full potential of human ingenuity and it should be considered a collective responsibility to help champion these talents that may be hidden.” (Golden et al., 2024, para. 4)
The question every organisation must now ask is simple: Are we building systems that recognise and cultivate diverse minds—or systems that filter them out?
The answer will determine not just who thrives today, but who leads the world tomorrow.
References
Austin, R., & Pisano, G. (2017). Neurodiversity as a competitive advantage. Harvard Business Review. https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage
Golden, D., Sniderman, B., Buckley, N., & Holdowsky, J. (2024, July 12). The neurodiversity advantage: How neuroinclusion can unleash innovation and create competitive edge. Deloitte Insights. https://www.deloitte.com/us/en/insights/topics/diversity-equity-inclusion/unleashing-innovation-with-neuroinclusion.html
Menze, J. (2025, October 6). AI’s double-edged sword: A new frontier for employment of people with disabilities? International Labour Organization. https://www.ilo.org/resource/article/ais-double-edged-sword-new-frontier-employment-people-disabilities
World Economic Forum. (2022). Disability inclusion and the future of work. World Economic Forum. https://www.weforum.org/stories/2022/05/future-of-work-persons-with-disabilities/
About the Author
Lauren Jones is a global inclusion and leadership consultant who helps international schools build equitable, sustainable systems that support neurodivergent learners. A former Head of School with a Master’s in Special Education and postgraduate studies at Harvard Business School, she has led major inclusion initiatives in Rwanda, Qatar, and globally. An MSA and CIS-affiliated consultant, published author, and board chair of the Parents Alliance for Inclusion, she partners with schools to strengthen student support services, enhance governance, and transform cultures so every learner is seen, supported, and included.
Linked in:https://www.linkedin.com/in/lauren-jones-b69897132/
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Website: https://laurenjonesconsulting.com/