Artificial intelligence is reshaping how organizations recruit, screen, and hire. But as adoption accelerates, AI is also under intense scrutiny from policymakers. From Washington, D.C. to state legislatures across the country, new laws are emerging to ensure that AI is fair, transparent, and free from bias. 

For human resources and talent acquisition leaders, this regulatory wave creates both risk and opportunity. Those who adopt AI tools built with fairness and compliance in mind will be positioned to hire faster, reduce costs, and protect their brand reputation. Those who don’t risk falling behind, or worse, facing legal challenges. 

As businesses integrate AI into recruiting, a spike in litigation is inevitable. One case in particular is already shaping the conversation. 

What Should Recruiters Know About Mobley v. Workday?

In the AI bias lawsuit Mobley v. Workday, Inc., plaintiffs alleged the AI-driven applicant screening system disproportionately disqualified individuals over 40 from job opportunities. They sought collective certification under the Age Discrimination in Employment Act (ADEA) on behalf of all applicants aged 40+ who had applied through Workday’s platform since 2020. 

On May 16, 2025, Judge Rita Lin of the Northern District of California granted preliminary certification of the collective. She found sufficient evidence that the AI system was central to the hiring process and that applicants were forced to compete on unequal footing due to the same AI-based decision-making process. 

Although the decision is preliminary it is a landmark moment in AI and employment law. It illustrates how courts are willing to hold platforms accountable for algorithmic bias, even when hiring decisions vary by employer or job type. 

This case, combined with the rise of Black unemployment to 7.5% in August 2025, which has sparked concerns about AI bias and equity in hiring, shows why regulatory bodies and employers are pushing for greater fairness, transparency, and oversight in AI-driven recruiting systems. 

[Download Our Bias Audit Report] to see our full compliance with NYC’s AI Bias Law. 

What is the Federal AI Action Plan? 

In July 2025, the Trump administration released its much-anticipated AI Action Plan, outlining 90 policy positions across three key pillars: 

1. Accelerating Innovation – boosting AI R&D investment, promoting open models, and streamlining regulation to speed adoption. 

1. Building American AI Infrastructure – expanding secure data centers, upgrading the power grid, and strengthening workforce training. 

1. Leading in International Diplomacy and Security – setting global standards and exporting the “American AI Technology Stack” to allies. 

Running through all three pillars are cross-cutting priorities: protecting American workers, ensuring AI systems remain unbiased, and safeguarding AI against misuse. 

The Executive Order on Unbiased AI 

Subheading: Federal AI Action Plan: Compliance and Oversight in Hiring 

Alongside the AI Action Plan, President Trump signed a new Executive Order on Unbiased AI Principles. This order frames AI as a transformative force in education, work, and daily life but warns that ideological biases can distort its outputs. Specifically, the order cites “diversity, equity, and inclusion (DEI)” frameworks as a threat to reliable AI, alleging that they encourage distortion of historical accuracy and inject social agendas into model behavior. 

To prevent this in federal procurement, the order sets two guiding principles: 

1. Truth-Seeking: AI systems must prioritize factual accuracy, objectivity, and transparency about uncertainty. 

1. Ideological Neutrality: Large language models (LLMs) must not encode partisan or ideological judgments unless explicitly prompted by the user. 

What Does Federal AI Hiring Compliance Mean for You? 

Federal agencies must now procure only LLMs that comply with fairness and transparency principles, with OMB issuing strict implementation guidance. AI contracts will require compliance clauses, and violations could trigger termination or penalties. 

In short: AI innovation at the federal level is encouraged—but systems must pass bias audits in recruiting, meet AI in hiring compliance standards, and align with evolving AI employment laws to reduce risk of AI bias lawsuits and strengthen HR tech compliance. 

2025 State AI Bias Laws Impacting Recruiting 

While Washington emphasizes speed and competitiveness, states are moving quickly to implement tougher AI safeguards. These AI employment laws have direct implications for how employers and vendors use AI in recruiting: 

• California (AB 2013): Requires AI developers to disclose the datasets used in training, effective 2026. 

• Colorado (SB24-205): Imposes strict risk management and consumer rights requirements for “high-risk” AI in areas like employment, starting February 2026. 

• Connecticut (SB 2): Requires employers to notify job applicants when AI influences hiring decisions, provide explanations, and allow appeals. 

• Illinois (HB5322): Mandates annual bias audits and impact assessments for AI used in hiring, promotion, and pay decisions beginning January 2026. 

• Maryland: Requires state agencies to conduct pre-deployment bias testing, continuous monitoring, and human oversight for high-risk AI systems. 

• New York: Moving toward one of the strictest regimes—independent audits, Attorney General filings, whistleblower protections, and bans on discriminatory AI. 

The takeaway? AI employment laws in 2025 are evolving, and by 2026 any employer or vendor using AI in recruiting will need to demonstrate bias audits in recruiting, along with bias testing, transparency, and candidate rights protections. 

What This Means for Recruiting Technology 

This mix of federal innovation mandates and state bias safeguards creates a complex landscape. For talent leaders, it means: 

• Choose AI tools and vendors that are auditable and transparent. 

• Prepare for bias assessments and third-party audits. 

• Give candidates clear notice, explanations, and appeal rights when AI is part of the hiring process. 

At Leoforce, these principles are already baked into our platform. Our outcome-based recruiting solutions, powered by Ira, the Interactive Recruiting Agent, combine AI speed with human oversight to deliver high-quality candidates without bias. 

Leoforce: AI Recruiting That’s Fair by Design 

As a minority-owned company, we believe fairness and equity should never be optional. That’s why we engineered Leoforce to be bias-resistant from the ground up: 

• Bias-Resistant by Design: We never use protected attributes like age, race, gender, or ethnicity in training or decision-making. Candidates are evaluated solely on skills, experience, and role relevance. 

• Continuous Fairness Testing: Monthly A/B testing ensures consistent, unbiased outcomes and guards against model drift. 

• Audit-Ready Infrastructure: Our systems are built to meet regulatory requirements and are certified by independent third parties. 

Certified Fairness at Scale 

Leoforce has undergone a formal third-party bias audit, with results confirming that our candidate outputs are unbiased and fully compliant with the New York City Council AI Bias Law (File Int 1894-2020 Version-A). 

With this certification, our customers benefit from: 

• Bias-free sourcing at scale 

• Fair candidate evaluations without manual intervention 

• Confidence in compliance across multiple jurisdictions 

[Download Our Bias Audit Report] to see our full compliance with NYC’s AI Bias Law. 

The Bottom Line 

AI in recruiting is no longer just about efficiency. It’s about fairness, compliance, and trust. Federal policy is pushing companies to innovate faster, while states are demanding stronger safeguards against bias. 

At Leoforce, we believe fairness isn’t a feature—it’s a foundation. Our certified, bias-resistant AI helps HR leaders hire faster, better, and more fairly so they can scale confidently in an evolving regulatory landscape. 

The post AI Bias in Hiring: What Talent Leaders Must Know to Stay Compliant in 2025 appeared first on Leoforce.

By focusing on building the right roadmap to diversity now, organizations can build stronger teams who not only meet today’s challenges – but also fuel future growth. From where you’re sourcing to how you’re interviewing, each aspect of your hiring strategy plays a crucial role in building a successful team. 

Understanding the Employer’s Market 

A Market of Opportunity, Not Complacency:  

In an employer’s market, it’s tempting to let resumes roll in, but this can mean missing out on candidates who could redefine your future. Use this time to be selective, focusing not just on qualifications but on diverse perspectives and experiences.  

Turning Challenges into Catalysts for Change:  

In an employer’s market, processing the sheer volume of applicants can be overwhelming. It’s easy for unconscious biases to creep in, especially when you’re under pressure to get every hire right. But these challenges don’t have to be roadblocks—they can be catalysts for change. Studies show that inclusive companies are 1.7 timesiii more likely to be innovative. By refining your hiring strategies now, you can build a more resilient, innovative team that’s equipped to navigate the complexities of the modern business landscape. 

Strategies for Sourcing Diverse Candidates 

Harnessing Technology for Unbiased Sourcing:  

AI powered candidate sourcing tools are revolutionizing talent screening and sourcing in a myriad of ways. For example, Leoforce’s AI recruiting assistant automates candidate searches, scores and ranks diverse talent based on hundreds of attributes and seven multidimensional data points, enabling you to find and engage the most compatible, diverse talent faster. 

Crafting Job Descriptions That Speak to All:  

The language you use in job descriptions can close as many doors as it opens. Even the most well-intentioned phrases can unintentionally exclude certain groups. Revisit your job postings with a critical eye, ensuring they’re free of jargon and inclusive in tone.  Recruiting and sourcing technology that incorporate generative AI such as ChatGPT can help you analyze and optimize your language to appeal to a wider, more diverse audience, making sure you’re not just filling positions but finding the right people to fill them. 

Expanding Beyond the Familiar:  

If you’re fishing in the same pond, you’re going to catch the same fish. To truly diversify your talent pool, you need to cast a wider net. Partner with organizations that focus on underrepresented groups, such as the National Society of Black Engineersiv (NSBE) or Latinas in Techv and explore job boards and networks that cater specifically to these communities.  

This is also another area where implementing the right candidate sourcing technology can be a game changer. For example, the Leoforce platform enables you to meet diversity hiring goals while you build an expansive talent pool of diverse talent, as well as diversity hiring filters and bias reduction tools like name and location masking. 

Building an Inclusive Recruitment Process 

Inclusivity isn’t a one-time deal — it must be present and promoted at every step of your hiring process. 

Screening Without Bias: A Commitment to Fairness:  

Even with good intentions, bias can slip into recruitment. Combat this by anonymizing resumes to focus solely on qualifications. AI tools like Leoforce can help by masking candidate data, ensuring a fairer, unbiased process.  

Standardizing Interviews: Consistency is Key  

Interviews are often where biases are most likely to surface, but they don’t have to be. By standardizing your interview process — asking each candidate the same set of questions and scoring their responses objectively — you can ensure that everyone is evaluated on an equal footing. Providing training for hiring managers on unconscious bias and inclusive interviewing techniques further reinforces this fairness, helping create a fair and effective recruitment process. 

Retaining Diverse Talent 

Onboarding as a Gateway to Inclusion:  

Even with good intentions, bias can slip into recruitment. Combat this by anonymizing resumes to focus solely on qualifications. AI tools like Leoforce can help by masking candidate data, ensuring a fairer process. 

Mentorship and Growth: Investing in the Future:  

Mentorship programs are a powerful tool for retaining diverse talent. By pairing new hires with experienced mentors who can guide their career development, you create a support system that not only helps them succeed but also fosters a sense of belonging. Offering professional development opportunities that are accessible to all employees ensures that everyone has the chance to grow, no matter where they start. 

Embedding Inclusion into Your Company Culture:  

Creating an inclusive culture isn’t just about policies — it’s about people. Regular training and awareness programs on diversity, equity, and inclusion can help build a workplace where everyone feels respected and valued. Employee resource groups (ERGs) and diversity councils are also essential, providing spaces where underrepresented employees can connect, share experiences, and influence the broader company culture. 

Measuring and Improving Diversity Efforts 

Setting Goals That Matter:  

To make meaningful progress, you need to know where you’re starting from and where you want to go. Setting clear, measurable diversity goals is the first step. Track metrics like: 

• The diversity of your candidate pipeline 

• Percentage of diverse hires 

• Retention rates among underrepresented groups  

It’s critical to regularly review these metrics to stay on track and adjust as needed to keep moving forward. 

Continuous Improvement: A Commitment to Growth  

Diversity isn’t a one-time initiative — it’s a commitment to a higher purpose. Collect feedback from employees and candidates to understand what’s working and where there’s room for improvement. Use this data to refine your strategies, whether it’s by expanding your sourcing methods or enhancing your onboarding process. By committing to continuous improvement, you can be sure your diversity efforts are always evolving and moving in the right direction. 

In today’s market, the real advantage lies not in the number of candidates but in their diversity. By embracing these strategies, you can build a team that not only reflects the world around us but also drives your organization forward in ways you never imagined. The path to diversity is a path to innovation, resilience, and lasting success. 

And why wait for change when you can create it? Start by broadening your recruitment strategies, investing in inclusive practices, and setting the stage for a more diverse, more dynamic future. Even in an employer’s market, proactively taking the lead to a more diverse workforce can give your organization the edge that sets you apart in crowded, competitive marketplace.  

To learn more about how Leoforce can support diverse hiring initiatives in your organization, contact our team today.

The post How to Find Diverse Candidates in an Employer’s Market  appeared first on Leoforce.

Recruiting a diverse workforce has proven beneficial to companies in numerous ways. With access to a wider talent pool, they have better chances of hiring quality candidates. This can not only have improved productivity outcomes but also contribute to a positive brand image and reputation. With different perspectives, companies can also make better decisions by identifying challenges posed by stereotypical assumptions. This can contribute to effective product development as well.

7 Reasons why your DEI initiatives could be failing

However, despite the understanding the gravity of DEI in the workplace, many companies fail to implement successful diversity inclusion initiatives. There can be a plethora of reasons for it, but the most common ones include:

• Just another policy: Often, companies treat their DEI initiatives as just another policy without understanding its implications and requirements. Formulating policies without an understanding of what strategies could make them effective sets them up for failure. Therefore, setting targets blindly without a proper environment to sustain the changes is not a feasible approach to DEI policy making.
• Lack of sensitivity: DEI initiatives often fail because most initiatives target on hiring people from diverse backgrounds. Structural issues that can endanger the success of these policies often go unnoticed. DEI efforts can only be successful if leaders take charge of not just acquiring talents but also providing a safe place for them to be their authentic selves. Awareness and sensitivity towards how diversity can be made to feel welcome is essential for DEI initiatives to succeed.
• Unconscious bias: Companies often fail to retain employees from minority groups because of ineffective diversity training programs (if they have had any in the first place). Non majority groups are often labelled with stereotypes which can affect a work environment negatively. Prejudices can be harboured by just about anyone and acknowledging they exist is the first step to combating them. Eliminating bias is essential for reducing employee turnover rates, especially from non-majority groups. Employees from minority groups constantly have greater pressure upon themselves to be perfect. They can also face unconscious or conscious prejudice which can impact their mental health. These factors can add up to employee burnout.
• A lack of understanding of the challenges: Diversity initiatives are often treated as something a one-time training can fix. However, these challenges are ever evolving. Diversity trainings can fail because sensitization can only come from within. Inclusivity efforts are often not as effective because unlearning biases can take time. Consistent education and resource groups can be a great way to implement effective DEI initiatives.
• Underestimating resource requirement for effective implementation: Businesses often fail to understand the complexity of DEI policies. A diverse workforce can only be sustained by an inclusive environment and that involves laying the foundations to rectifying systemic issues. These efforts can range from eliminating pay gaps to regular employee feedback surveys that will ensure that every employee is aware that they are equally valued for their contribution towards the company.
• A lack of commitment: There can be misconception that diversity initiatives end with a successful hire. In reality, that cannot be further from the truth. Biases against non-majority groups can operate within daily interactions, future career enhancements like promotions or even for opportunities of growth. Companies must be, therefore, committed towards making necessary changes towards a cultural shift that can sustain DEI initiatives.
• DEI pushback: Resistance to changes brought about by DEI initiatives can pose the biggest threats to the success of DEI policies. Company leaders must have effective frameworks to understand DEI pushback and its motivators. An article published by Gartner notes that pushback can manifest in three forms primarily – denial, disengagement and derailing [1]. The first form encompasses the denial of acknowledging any existent forms of discrimination. The second form shows refusal to engage with DEI efforts. The third form tries to draw attention away from the issues and experiences of minority groups by misdirecting concerns to other issues.

Strategies to ensure the success of DEI initiatives

Diversity inclusion attempts need to be consistent for them to be successful. Continuous efforts must be made to enhance the impacts of inclusion policies. This can be done through:

• ERGs: Employee resource groups can be beneficial to employee retention in the long run. ERGs can help in building effective support systems which can have longstanding social and individual benefits. These groups can also come in useful for increasing awareness of different cultures.
• Building awareness: Companies must take the initiative to expose and educate its workforce towards other cultures. Education must be based on highlighting experiences of minority groups to cultivate empathy towards them. It is also important to the understand the capacity of individuals to engage with DEI efforts effectively. This will help in identifying pushback areas where more tailored approaches may be required for diversity initiatives to succeed.
• Clearly defining DEI goals: Diversity in recruitment can stem from novel intentions but employee retention can prove challenging if the goals aren’t clearly defined. Often, pushback happens because individuals cannot understand the changes that a DEI initiative could bring about. Establishing clear communication is important for these efforts to be successful. Employees must understand why certain decisions are being taken and how they will be impacted by it to be prepared for oncoming changes.

Using AI Tools to Ensure DEI in the Workplace

Companies can simplify the early stages of hiring by allowing AI sourcing and recruiting tools to handle candidate shortlisting and skill assessment. These tools also manage candidate data and use predictive analytics to identify the best matches according to defined criteria, all while minimizing bias. Leoforce by Leoforce is an AI solution which focusses on recruiting a diverse workforce. Leoforce offers features to help companies achieve their diversity, equity, and inclusion (DEI) goals without extra costs or complicated workflows. The platform can hide certain candidate details to reduce unconscious bias during the selection process. It provides detailed reports and analytics that help track DEI performance, making it easier for leaders to measure progress and take action. Book a demo today to see how Leoforce can help you achieve your DEI goals in the workplace.

Final thoughts

Diversity, equity and inclusion in the workplace is an essential factor for hiring an innovative and growing workforce. Companies must understand the nuances to DEI policies for effectively implementing them. Successful DEI initiatives can aid to company growth in the long run. Therefore, it is important for companies to build a sustainable environment where individuals from diverse backgrounds can thrive. These practices can also have impact on a larger social scale where inclusive principles can be understood better.

References

• https://www.gartner.com/en/articles/how-to-navigate-pushback-to-diversity-equity-and-inclusion-efforts

The post Top 7 Reasons Why Your DEI Recruiting Efforts are Failing appeared first on Leoforce.

But diversity in the workplace goes far beyond that.

Diversity hiring means not just selecting a new recruit based on merit, but also ensuring that the recruitment process reduces biases associated with the candidates’ race, gender, age, religion, gender identity, and sexual orientation. At the same time, companies cannot consider diversity hires just for the sake of diversity. After all, they have a business to run and grow. Also, hiring candidates just to ensure representation of different demographics in the workforce might lead to “reverse discrimination.” Therefore, while hiring for diversity, HR teams must maintain a balance between compliance with employment laws and hiring the best-fit candidate.

In this blog, we are going to cover what, why and how of diversity hiring within US employment laws. But before we do, let’s understand why diversity hires are a necessity for the workplace in the first place.

Benefits of a diverse workforce

Diversity hiring aims to identify and minimize potential biases while sourcing, screening, shortlisting, and recruiting qualified, diverse job seekers. But workforce diversity isn’t just about compliance. It offers multiple benefits that could spur success and growth for a business, allowing it to establish a robust global footprint. For instance, a McKinsey report revealed that companies that are more inclusive and diverse outperform their peers by 35%^[2].

Here’s a look at some of the key benefits of diversity hires.

Enhanced problem-solving and creativity

When teams comprise people from diverse backgrounds, the pool of skills, insights, and perspectives widens. This leads to better strategic thinking and creativity, which means improved innovation – the foundation of business success. When employees draw from and share their unique experiences and knowledge base, it could also enhance collaboration.

Smarter strategic decisions

Research shows that diverse teams tend to make better decisions up to 87% more than non-diverse teams^[3]. Teams with diversity hires are also likely to be more socially aware. They are known to process information more carefully, which is a key factor in data-driven decision-making.

Higher employee retention

Did you know that 76% of job seekers prioritize diversity while evaluating job offers and companies^[4]? This means that when you focus on diversity hiring, you immediately enhance your talent pool. Employees will feel more comfortable in an inclusive environment, which enhances their job satisfaction.

Improved productivity and profitability

Companies that ensure workplace diversity are found to witness 2.5x cash flow per employee than non-diverse companies^[5]. Plus, as mentioned earlier, such companies have better engaged and satisfied employees. This directly translates into higher productivity. Enhanced productivity, in turn, leads to improved profitability and growth.

Better brand reputation

Businesses that engage in diversity hiring tend to be perceived as socially responsible. This leads to an improved employer brand image, which helps attract new customers. Workplace diversity also has a positive impact on company culture, which not only enhances the talent pool a business can draw from but also boosts brand reputation.

Diversity hiring vs. employment equity: Understand the difference

While ensuring workplace diversity is about recognizing, respecting, and valuing differences among employees, equity means giving equal opportunities for success to each employee. So, diversity hiring and employment equity have some things in common, such as:

• Hiring, rewarding, and promoting employees only based on merit
• Creating a fair, inclusive, and barrier-free workplace
• Treating all employees with dignity and respect
• Ensuring that the composition of the workforce is a microcosm of the community

The difference arises in terms of HR policies. Diversity hiring means choosing recruits in a way that does not discriminate between candidates based on:

• Race
• Ethnicity
• Age
• Gender
• Gender identity
• Sexual orientation
• Socioeconomic background
• Disability

Equity, in terms of HR policies, is more about creating processes and programs that are fair and impartial and ensure equal potential outcomes for every employee. This could even mean differences in processes for different teams so that everyone can access opportunities for success. This brings us to the importance of employment laws that cover diversity hiring.

Major US laws governing diversity hiring

Equal Pay Act of 1963

Part of the Fair Labor Standards Act of 1938 and enforced by the Equal Employment Opportunity Commission (EEOC), the Equal Pay Act (EPA)^[6] was the first anti-discrimination legislation in the US. The EPA offers protection against gender-based wage discrimination. It covers all forms of wage dispensation, such as salary, bonuses, overtime pay, profit sharing, stock options, etc.

Title VII of the Civil Rights Act of 1964

Also enforced by the EEOC^[7], this law goes beyond the EPA, making it illegal to discriminate against job applicants and employees based on race, religion, color, gender, national origin, age, or disability. Title VII has been recently expanded to include the protection of transgender individuals and putting an end to forced arbitration for claims related to sexual harassment and sexual assault.

Americans with Disabilities Act of 1990

The ADA prohibits discrimination based on various forms of disability. Title I of the ADA^[8] specifically deals with the rights of job seekers and employees in the private and public sectors. The act was amended in 2008 to expand the definition of disability to include individuals with a physical and mental impairment that significantly limits major activities of daily living.

The Dos and Don’ts of legal diversity hiring

Given that employment law makes discrimination unlawful, organizations need to ensure that HR managers and recruiters are trained in what to consider while making hiring decisions. They should also be trained in what questions can and cannot be asked during the hiring process.

Here are some major considerations to keep in mind for diversity hires.

The Dos

• • Be strategic about placing job postings. Consider partnering with a provider of recruitment-as-a-service known for their vast database of job seekers. Social media and a diversified network can be great ways to reach out in a non-discriminatory manner.
  • Look for ways to attract diverse job seekers. You could run a PR campaign that highlights the company culture. You could also bring in changes, such as flexibility and good work-life balance, to attract working mothers.
  • Include your commitment to DEI in your job postings. A statement regarding your non-discriminatory HR policies can do the trick.

Suggested Reading on DEI Hiring: Blueprint to drive DEI hiring in the workplace

The Don’ts

• • Don’t include discriminatory language in your job postings and advertisements. For instance, don’t say “seeking a female technician” or “energetic, youthful developer.” in your job description.
  • Don’t seek referrals based on specific attributes that could be part of anti-discrimination law. For example, don’t ask for “any (name of ethnicity) people” for a job opening.
  • Do not seek the disclosure of protected information during the application process. This means not asking for a photograph that reveals the candidate’s age, gender, race, etc.

Questions to ask yourself to build a diversity hiring strategy

To build a well-thought-through diversity hiring strategy, you first need to answer some key questions:

How do you enhance diversity within the organization?

You will find opportunities to improve workplace diversity through various stages of the hiring process. Work on your talent management strategy by harnessing the power of big data and Artificial Intelligence (AI) for multi-channel sourcing. A holistic, multidimensional approach will open up a large and rich talent pool.

Should diversity be preferred over ability?

When you have access to a massive database of candidates, you need never compromise on either ability or diversity. People from diverse backgrounds and cultures will bring varied knowledge, skills, and perspectives to the table.

Where should you begin with diversity hiring?

Bringing diversity to the workforce has to be a combined internal and external effort. Start by looking for tools that can help you minimize unconscious bias while customizing candidate sourcing to meet your DEI goals.

How do you avoid “reverse discrimination”?

Reverse discrimination occurs when an employee is hired or promoted due to protected attributes (as per the laws mentioned above), all other things being equal. Merit should be the differentiator in such decisions.

Final Words

As much as it’s crucial to ensure compliant diversity hires, it’s an equally complex process as well. There are lots of moving parts. That’s why many HR teams are leaning towards platforms that use Artificial Intelligence while matching people to jobs. Such a platform uses hundreds of attributes to find the best-fit job seekers. Easily integrated with your existing ATS or CRM, Leoforce Quantum is one such AI hiring platform. It is highly customizable, allowing you to fine-tune parameters to your DEI goals without any additional costs. Request a Demo today to streamline workforce diversity in compliance with employment laws.

FAQs

What is a diversity hire?

A diversity hire refers to the practice of hiring individuals from underrepresented groups to promote diversity in the workforce.

Diversity hiring vs DEI hiring?

Diversity hiring focuses on increasing representation, while DEI (Diversity, Equity, and Inclusion) hiring emphasizes creating an inclusive and equitable work environment.

Are there employment laws for diversity hiring?

Employment laws prohibit discrimination based on protected characteristics, but they generally do not specifically address diversity hiring.

Is it illegal to hire for diversity?

It is not illegal to hire for diversity, as long as it is done in compliance with existing employment laws.

What is reverse discrimination?

Reverse discrimination refers to the alleged unfair treatment of individuals from majority groups in favor of minority groups, based on the notion of promoting diversity.

Resources

[1] https://www.whitehouse.gov/briefing-room/presidentialactions/2021/06/25/executive-order-on-diversity-equity-inclusion-and-accessibility-in-the-federal-workforce/

[2] https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters

[3] https://www.cloverpop.com/hacking-diversity-with-inclusive-decision-making-white-paper

[4] https://www.glassdoor.com/employers/blog/diversity/

[5] https://www.researchandmarkets.com/reports/5519706/diversity-and-inclusion-dandi-global-market

[6] https://www.eeoc.gov/statutes/equal-pay-act-1963

[7] https://www.ftc.gov/policy-notices/no-fear-act/protections-against-discrimination

[8] https://www.dol.gov/general/topic/disability/ada

The post How to Ensure Diversity Hiring Doesn’t Violate Employment Laws appeared first on Leoforce.

What are hidden workers?

Hidden workers are unemployed or underemployed individuals who are eager to work. Or if they are working, to increase their hours, skills, and opportunities. They are referred to as “hidden” not because they’re hiding, but because inefficient and biased recruiting practices are hiding these people from view. 

Workers are hiding in plain sight. The fact that hidden talent populations aren’t getting hired at a greater rate is a case of companies being blinded by antiquated practices and artificial intelligence (AI) system bias – not so much the individuals being hard to find.

The backgrounds of hidden workers

The authors of Hidden Workers: Untapped Talent found that hidden workers come from very diverse backgrounds, including:

• Caregivers
• Veterans
• Immigrants and refugees
• The physically disabled
• Partners of relocated workers
• People with mental health or neurodiversity challenges
• People from less-advantaged populations
• Previously incarcerated individuals
• People without traditional qualifications

Of course, these categories aren’t mutually exclusive. For instance, people from less-advantaged populations may not have traditional qualifications. And veterans may have mental health challenges or physical disabilities.

Suggested resource for talent sourcing: How you can uncover opportunities in the new talent landscape

Overcoming the talent shortage

In bygone employer-driven labor markets where unemployment was high, qualified candidates were plentiful. Jobs were few and far between, and employers didn’t necessarily feel the need to consider hidden talent pools.

But in today’s candidate-driven market, we’re experiencing a significant talent shortage as a result of several factors, including (but not limited to) COVID-19, the Great Resignation, the Great Retirement, and declining birth rates. We’re not replacing workers as fast as we’re losing them.

Due to this talent shortage and the recent emphasis on diversity, equity, and inclusion (DEI) hiring initiatives, it’s time to rethink your recruiting practices to attract hidden workers who have a lot to offer their employers. 

In the words of Henry Ford, “If you always do what you’ve always done, you’ll always get what you’ve always got.” Isn’t the point of business and life to grow, adapt, and develop? Changing your procedures, processes, and systems is one way to do this.

5 benefits of recruiting neurodivergent candidates in tech fields

There are plenty of benefits for your organization to recruiting neurodiverse job candidates. Tech companies, in particular, have found that hiring neurodivergent hidden talent not only helps fill their empty offices but also offers them a competitive edge in the marketplace. 

By focusing on skills rather than surface qualifications, you can be part of improving your organization’s productivity, retention, and bottom line. Here are five benefits.

Your vacancies will be filled

Technology and science jobs in the United States already outnumbered qualified candidates by almost three million back in 2016. By 2030, experts predict a global shortage of more than 85 million tech workers. 

An estimated one out of seven people have a neurodivergent condition. Consider the current adult population of the United States is around 258 million and that neurodivergent unemployment rates run as high as 80%. You’re looking at a possible 30 million people with neurological differences who could potentially fill tech roles. 

We can’t assume all 30 million of them would want or qualify for tech jobs, of course. But many neurodiverse individuals are uniquely suited for the tech industry.

Your team becomes more focused

According to tech expert and diversity champion Perrine Farque, neurodivergent employees have a knack for maintaining concentration over longer periods of time than their neurotypical counterparts. 

These individuals also tend to outperform neurotypical people on repetitive tasks, making them ideal candidates for jobs in fields like software QA, image analysis, or cybersecurity.

Information is processed better

Research has found that neurodiverse individuals process information better and is adept at perceiving essential information. They’re also particularly gifted at pattern recognition and spotting irregularities.

See higher productivity and fewer errors

Professionals in the JPMorgan Chase Autism at Work initiative, perhaps due to their eye for detail and superior ability to concentrate, make fewer errors than those outside the initiative. These individuals are also 90-140% more productive than neurotypical employees.

See better retention rates

Did you know that SAP, JPMorgan Chase, Microsoft, and EY have the four largest autism hiring programs? They all have retention rates over 90% higher than their competitors. 

Perhaps these high numbers are in part due to the ability of neurodivergent individuals to focus and stick to a task. These workers also may enjoy more job satisfaction because of the unfortunate and unfair difficulties they’ve traditionally encountered.

How to find neurodivergent hidden workers

Remember, hidden workers aren’t hiding – you just can’t see them. The most important step you can take is to determine the culprits within your policies and processes that are keeping them hidden from view. Simple changes could be all that’s needed to uncover these hidden gems and make the hiring process more comfortable for them.

Suggested resource for neurodivergent hiring: Neurodivergent talent: the new frontier in diversity hiring

Disable AI recruiting bias

Many companies rely on AI sourcing solutions to keep them from having to manually sift through stacks of resumes. These solutions save time, but you may have unintentionally created an AI hiring bias. 

Look at the parameters you’ve built into your AI that might discourage or disqualify neurodiverse applicants. Is your applicant tracking system (ATS) configured to weed out candidates who don’t fit a specific profile? Are you placing too much emphasis on degrees, certifications, experience, titles, or consistent employment? Note the measurable skills and abilities you’re looking for and find a way to change your filters to be based on those.

Adjust your hiring practices

What makes a good candidate? A firm handshake, eye contact, and an easy manner always doesn’t always translate to the best job performance. Similarly, a resume doesn’t always tell the whole story. 

When you’re open-minded about hiring neurodiverse applicants, you may need to adjust your application questions and interview practices. Pinpoint the attributes and aptitudes that really matter, and then adjust your expectations.

Use non-threatening language

We see this all the time. If your job description indicates you’re seeking a “team player” who is great with “interpersonal relationships,” and has great “people skills,” you may be scaring off neurodiverse candidates who are completely capable but are uncomfortable in some social contexts. Zero in on what you really need and be specific when describing job requirements.

Ready to get the competitive edge?

Diversity initiatives are no longer a “nice to have” – they’re a must for companies of all sizes.

Suggested reading on diversity hiring: Blueprint to drive DEI hiring in the workplace

At Leoforce, we recognize the need for your organizations to make data-backed hiring decisions and limit biases in your recruiting processes. Our AI recruiting platform, Leoforce, continues to get smarter over time, minimizing human bias and gut-feel reactions while accelerating diversity initiatives.

Request a personal demo of Leoforce Quantum to unlock the universe of talent and optimize your recruiting efficiency with data-driven AI.

Resources

• https://hbr.org/2020/12/how-businesses-can-find-hidden-workers
• https://www.investopedia.com/the-great-resignation-5199074
• https://www.ft.com/content/ea9ca374-6780-11ea-800d-da70cff6e4d3
• https://www.ey.com/en_gl/forensic-integrity-services/how-to-get-the-benefits-of-a-neurodiverse-workforce
• https://www.linkedin.com/pulse/why-neurodivergent-talents-competitive-advantage-tech-perrine/
• https://www.texthelp.com/resources/blog/12-neurodiversity-strengths-that-come-from-thinking-differently/
• https://www.imf.org/external/pubs/ft/fandd/2019/03/global-competition-for-technology-workers-costa.htm

The post Benefits of hiring neurodivergent hidden workers in tech appeared first on Leoforce.

In fact, it is estimated that as many as 80 percent of individuals on the autism spectrum do not have a job.
Neurological status is more difficult to track in the workplace than other forms of diversity, such as race and gender.

Suggested reading on DEI hiring: Blueprint to drive DEI hiring in the workplace

Although the value of having neurodivergent employees on board is undisputed, you need to recognize the obstacles the neurodivergent has when trying to enter the workplace. So, what are the common obstacles these applicants face and how can recruiters help break barriers for the neurodivergent?

Common barriers for the neurodivergent

Inefficient recruiting methods

One of the more obvious culprits that create obstacles for neurodiverse applicants is inefficient recruiting and screening methods. Many recruiters typically follow a one size fits all approach to finding candidates for roles.

The top one-size-fits-all approach consists of:

Resume keyword matching based on

• Education level
• Years of experience
• Skills

Keyword matching isn’t entirely ineffective. Including specific keywords that are closely related to a job can fare reliable results. However, a resume showcasing specific skills, education level, or even years of experience doesn’t automatically mean the person behind the resume is the best fit. Not only does solely hiring candidates based on a technicality create risk, but it also blocks out an entire pool of candidates that could potentially be better-suited and more likely to succeed in a role.

Biased AI systems

Humans, in general, are biased by nature. Therefore, the outcomes of the processes we build are inherently biased. Because it’s so difficult for us to recognize and understand our own conscious and unconscious biases, it’s even more difficult not to feed them into technologies. When that happens, they are then deeply embedded, relearned, and reinforced in a tool’s decision-making.

There are two distinct types of bias: systematic and statistical. Systematic bias can be broadly defined as “AI and machine learning models feeding datasets that produce erroneous or inefficient results due to inherent biases or insufficient data diversity.” Statistical bias produces mistaken or inefficient results due to incorrect calculations.

For example:
Humans have repeatedly chosen to hire white males at a company or in a department when there are a plethora of competing candidates of varying backgrounds and demographics with equal or greater aptitude. When this historical data is fed to an AI recruiting tool, it predicts that white males are the best candidates. There is zero statistical bias influencing those predictions because the machine is using the data correctly. The bias is systematic. It is a result of the machine accurately processing inherently biased data. In this example, the AI has interpreted the data about hiring success correctly but has generated biased results because of the information that humans have provided it.

Therefore, it is important to gain a deeper understanding of the algorithms and methods you are working with; along with the information you are gathering.

Corporate structure

Another factor that impedes neurodiverse applicants from breaking through is the corporate structure. It is more common for employers to hire generalists rather than specialists who excel in a certain area. Neurodiverse people’s “spiky profiles” are not considered in job descriptions. Individuals with a spiky profile succeed in some areas and struggle in others.

They have a wide range of abilities, although they are not all developed at the same time. Neurodivergent individuals, such as autistics and hyperlexic people, are known to have a mountain range of high peaks and valleys, which can be seen on a graph.

As a result, the companies that prefer generalists over specialists tend to block out a large pool of candidates that are typically neurodiverse.

How Leoforce helps break barriers for a more diverse candidate pool

Breaking workforce barriers for the neurodivergent doesn’t always have to be tedious. Using recruiting platforms like Leoforce helps diversify your candidate pool. Leoforce is a non-biased AI technology recruiting platform that selects and finds the best available candidates from various reputable sources across the globe. Unlike the typical keyword search that is commonly used in the recruiting process, Leoforce goes much deeper by:

• Incorporating deep machine learning with each new form of information
• Creating in-house search algorithms to source top talent based on recruiting criteria
• Producing behavioral pattern analytics from user interactions and candidate placing success
• Using predictive analytics to decide the best performing hires
• Including chatbot technology to automate and optimize candidate engagement, screening, and interview scheduling

Integrating better AI tools that combat biases within the recruiting process, opens a candidate pool of diverse candidates that are suitable and more likely to succeed, regardless of their status.

Benefits of hiring the neurodivergent

Although neurotypical talent is considered and hired in much larger numbers, neurodiverse individuals can be just as effective in their roles.

• Bill Gates struggled in school due to dyslexia. But of course, he went on to co[1]found Microsoft, now one of the most valuable companies in the world.
• Richard Branson has been open about his difficulties in school and how he lives with not one but two neurological differences: Dyslexia, and ADHD. Branson went on to become one of the most successful business people in the world, launching brands such as Virgin Atlantic airlines.
• Elon Musk, the founder of Tesla Motors and SpaceX, announced on “Saturday Night Live” in 2020 that he has Asperger’s Syndrome, a form of autism.

The stigma and unconscious bias recruiters and AI tools have surrounding neurodiverse applicants, hinder those from entering the workforce to offer creative perspectives and innovative solutions for many companies. As a result, organizations are potentially missing the boat on reaching untapped success and overall growth.

Suggested resource on neurodiverse hiring: Neurodivergent talent: the new frontier in diversity hiring

Why recruiters must transform talent search methods

Although the economic climate has contributed to workforce changes and employee shortages, there are other controllable factors that have affected the talent shortage. Traditional recruiting methods like manual sourcing, not only assume a lot of time and reduce productivity, but it prevents neurodiverse applicants from breaking through. Leveraging recruiting tools and platforms with non-biased AI like Leoforce Quantum will allow recruiters to not only break barriers for the neurodivergent, but also the recruiting world.

Resource

• https://www.reuters.com/article/us-world-work-autismatwork-idUSKCN1SD0YB

The post Barriers that keep neurodiverse applicants out of the workforce appeared first on Leoforce.

 The good news is that there are resources and tools like Leoforce in place to help offset those limitations and attract more diverse talent. But before implementing and integrating new recruiting strategies, there are a few practical and less costly steps that need to be taken.

Suggested resource on hiring strategies: How to build HR flexibility and resilience post-COVID

For employers, the first thing to do is let go of any notion that neurodiverse people somehow lack the skills to perform complex tasks. In fact, Drexel University’s National Autism Indicators Report says 51 percent of workers on the spectrum have skills higher than what their job requires.  

Beyond that, there are concrete steps an employer can take. 

Instill the right workplace culture

Moving towards a neurodiverse workplace first requires understanding. You need to be more accepting of neurodiversity and your entire company needs to be made aware of what it is, the benefits of hiring neurodiverse candidates, and how they can change their own thought processes to accept it. 

Use concise job descriptions

Show exactly what you expect of your candidates when you create a job listing. While many job positions list soft skills such as good teamwork and communication, you may want to leave those out if they aren’t vital to the job.

For example, there are many roles in which the focus is on creative thinking and paying attention to detail. If someone is not required to communicate or work as a team, then don’t make a big deal about it in the job description to attract neurodiverse talent. 

Adjust your hiring practices

Hiring managers need to reframe their idea of what makes a “good candidate.” Many superficial norms, such as a strong handshake or looking someone in the eye, are difficult for neurodiverse individuals to perform. 

Managers also need to ask the right questions to best draw out the individual’s skills and capabilities. For example, some companies take the surprise element out of their interview process – if the candidate is not applying for a job that requires them to think fast on their feet, then there’s no need to consider that in the interview. 

Also, it’s important to remember that resumes don’t tell the full story. Because so many neurodiverse individuals have struggled to find work that matches their abilities, they are often self-taught or possess transferable skills. 

Be patient

Building a neurodiverse candidate pool takes time. EY uses a two-week process that is focused on hiring people as team members rather than as individuals. 

Week one is virtual, relying on Skype video calls, virtual exercises, and assessments through mini-projects. Week two is called “Superweek” and is held on-site. This week includes team-based work simulations and interpersonal skills development. 

At the end of the two weeks, EY selects the highest performers and hires in cohorts. From there, all onboarding and training is done by managers who have taken formal training in autism. 

Organize expert-driven, two-way training

Soft-skills training is a critical part of building a neurodiverse workforce. It should be done by an expert with appropriate experience – something you can also look to the local community for. 

Note that this training isn’t just for neurodiverse talent, but for all employees and especially managers, who need to be educated about what it’s like to be on the spectrum, and how to best work together. 

Be ready and willing to accommodate your talent

Individuals with autism may be sensitive to things such as temperature, sound, and lighting. As such, you may need to provide accommodations such as noise-canceling headphones, privacy rooms, or flexible work schedules, so employees can be their most productive. 

Amplify the message

Individuals on the spectrum have often had negative experiences in the world. So, while they may feel understood at work, they may not feel as safe outside of the office. 

A strong neurodiversity program should push its message externally as well as internally, making it a more normal part of employment in general. 

EY is open-sourcing its work, along with other companies pursuing neurodiversity, through the Autism at Work Roundtable. 

“This is giving us a tremendous amount of reputational value,” said Hiren. “It’s good for our own employees, it’s good for the marketplace. Our clients want to do business with companies that do good. Candidates want to work with companies that do good.” 

How Leoforce helps attract neurodiverse talent

Adopting a candidate-centric mindset is the first step to connecting and attracting neurodiverse talent. Instilling a positive work culture, accommodating neurodiverse candidates, and being patient are also pragmatic and effective ways to recruit for the neurodivergent. But when it comes to optimizing your job adverts to attract more diverse candidates and communicate more efficiently, recruiting tools like Leoforce Quantum can help.

Suggested resource for neurodiverse hiring: Neurodivergent talent: the new frontier in diversity hiring

 Leoforce Quantum is the top AI recruiting tool designed for employers to discover more diverse talent and swiftly engage with quality candidates on a tight schedule. You shouldn’t have to pay extra to have diverse talent integrated into your candidate search. With Leoforce, you’ll get instant access to a neurodiverse talent pool, allowing you to recruit faster.

Resources

• https://www.ey.com/en_us/diversity-inclusiveness/how-neurodiversity-is-driving-innovation-from-unexpected-places
• https://disabilityin.org/what-we-do/committees/autism-at-work-roundtable/

The post Neurodiverse talent: Effective strategies to engage candidates appeared first on Leoforce.

On the contrary, the answer to that question is an unequivocal “maybe.” Disclosing neurodiversity (ND) may feel right for some candidates vying for a position, and at other times the opposite may be true. In the end, neurodiversity disclosure is a personal decision – one that each candidate must feel secure.

This article will cover the legalities of neurodiversity in the workplace, as well as the pros and cons of disclosure and how candidates should disclose (should they choose to do so).

Suggested resource on neurodiversity hiring: Neurodivergent talent: the new frontier in diversity hiring

In the end, you’ll have what you need as a recruiter to advise your clients in making an informed and comfortable decision.

The legalities of neurodivergence

In a previous post, we discussed what recruiters need to know about engaging neurodiverse applicants. One of the sections speaks to legal considerations. Here, we’ll review that information and consider how it may influence a neurodivergent job candidate’s decision to disclose their status.

Neurodiversity is considered a disability and is therefore protected under the American Disabilities Act and Equal Employment Opportunity laws.
Employers may not:

Inquire about a candidate’s medical information during the recruitment or interview process.
Make medical inquiries until after they’ve made a conditional offer of employment to the candidate. And even then they may only do so if they ask every candidate in the same job category the same questions. You can’t single out one person.
Focus on a candidate’s potential limitations rather than their ability to do the job.
Steer candidates to jobs for which they didn’t apply based on assumptions about their neurodiversity.
Disclose the candidate’s condition to any other employees or individuals.

Candidates may self-disclose their neurodiverse status if and when they so choose.

An anonymous author on the Exceptional Individuals website asserts that laws are in place to protect neurodiverse people from discrimination. They keep employers who may be disposed not to hire people with these differences from knowing about them and making such decisions accordingly. On the other hand, if ND candidates don’t disclose their situation – which by law they’re not required to do – they may run the risk of unconscious bias in the interview process based on differences that may show up which the interviewer doesn’t understand. In this case, what employers don’t know might hurt the candidate.

Individuals must decide for themselves whether they’d see more benefits or disadvantages from disclosing or not disclosing in accordance with the laws. To help them do so, you may want to point out the following pros and cons so the candidate can deliberate in light of their own situation, strengths, and limitations.

Neurodiversity’s competitive advantages

The fog of ignorance that has clouded our perception of people with neurological differences is starting to lift. In days past, people with conditions such as autism, dyslexia, dyspraxia, ADHD, and social anxiety disorder had a difficult time finding employment because they came across as “different.”

These days, society has come to understand that many people with these disorders have above-average abilities in areas such as:

• Pattern recognition
• Memory
• Mathematics
• Artistry
• Creativity
• Outside-the-box problem solving

Don’t those abilities sound like skills that an employer would like to have on their team?
A little research into a company could give ND candidates a feel for whether the organization understands neurodiversity and is an ND-friendly employer. This would help candidates know if divulging their differences would be a smart decision.

Other Advantages of Disclosing Neurodivergence

According to Neurodiversity Hub, other advantages of disclosing neurodiversity include:

• Neurodiverse candidates who disclosed their condition to their employers were over three-times more likely to be employed in certain sectors compared to those who didn’t disclose.
• Disclosure can afford ND candidates helpful accommodations in the interview process and the workplace.
• Disclosure leads to greater understanding and acceptance among prospective employers and colleagues.

Disadvantages of disclosing neurodivergence

Of course, disclosure may have some disadvantages that should also be considered. These may include:

• After disclosure, candidates may possibly be limited by narrow, negative, and/or ignorant stereotypes.
• Social ostracism may possibly occur due to biases, leading to an unpleasant work environment.
• Employers and colleagues may have unrealistic expectations due to rigid stereotypes.

Comprehensive research into the prospective hiring organization can go a long way toward helping a candidate choose how, when, and whether or not to disclose their neurodivergence.

Disclosing neurodivergence

If an individual decides to disclose their neurodiversity, they must also decide how, when, and to whom to disclose it. Per the aforementioned Exceptional Individuals article, here are some factors to consider:

Is the company interviewing or vetting?

Vetting is a process by which companies hire a third-party auditor to sift through candidates and decide when to send them on for an interview. The questions may be deeply personal if the job requires security clearance, but the answers won’t be disclosed to the employers. It’s in the candidate’s best interest to be open at this stage in the process.

Will they need interview accommodations?

If, to perform at their best, the candidate will need interview accommodations, it’s beneficial to disclose these needs to the hiring company’s HR department from the start.

Will they need workplace accommodations?

If the candidate feels that disclosure would work against them in the interview process, but they’ll need accommodations in the workplace, they may wish to wait to disclose until after an employment offer has been made. An explanation for not having done so before would be warranted.

Ready to diversify your candidate search?

Diversity initiatives are no longer a “nice to have” – they’re a must for companies of all sizes.
At Leoforce, we recognize the need for your organizations to make data-backed hiring decisions and limit biases in your recruiting processes. Our AI recruiting platform, Leoforce, continues to get smarter over time, minimizing human bias and gut-feel reactions while accelerating diversity initiatives.

Get a free demo to discover how Leoforce identifies, analyzes, and sources candidates who are the right fit.

Resources

• https://www.ada.gov/
• https://www.dol.gov/general/topic/discriminationhttps://exceptionalindividuals.com/about-us/blog/how-to-disclose-a-neurodiversity
• https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage
• https://static1.squarespace.com/static/5a88ab00f43b552a84c3b7c9/t/5e498a1896cdbe0b6699e9cb/1581877797492/Reveal+or+Conceal+-+Disclosure+in+the+Workplace.pdf

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• The brains of autistic people can be highly creative, with extraordinary focus, reasoning, imagination, and visual thinking abilities. They are also methodical, exacting, and meticulous. As a result of this collaboration, they are able to approach problems from different angles.
• On creativity tests, people with ADHD can fare better than their non-ADHD counterparts. It is possible for people with ADHD to hyperfocus, which implies that despite having an attention deficit, they are able to concentrate on a specific area of interest.
• 84 percent of dyslexic people are above average in reasoning, understanding patterns, evaluating possibilities, and making judgments, which is evidence that they can think outside the box. Their skills are priceless when it comes to seeing things from many angles and evaluating situations from several points of view. 

Various teams with different viewpoints are quite beneficial. In any project or product development process, neurodiverse teams help to ensure that all perspectives, angles, and methods have been considered.

Suggested resource on neurodiverse hiring: Neurodivergent talent: the new frontier in diversity hiring

In addition to boosting productivity and quality of service, the development of effective neurodiverse teams is also beneficial. 

Why neurodiversity creates opportunities

Employees with diverse backgrounds, disciplinary training, gender, culture, and other unique characteristics are well-known to most managers, who understand the benefits of such diversity. There are some similarities, but the benefits of neurodiversity are more immediate.

A company’s efforts to produce or recognize value may benefit from the viewpoints of neurodiverse people because they are wired differently than “neurotypical” people. And as a result, particular problems within an organization can potentially be solved with a different perspective and approach offered by the neurodivergent.

For example, according to Harvard Business Review, “a neurodiverse customer-support analyst spotted an opportunity to let customers help solve a common problem themselves; thousands of them subsequently used the resources he created.”  

So why aren’t companies employing neurodivergent candidates more? Here’s why. 

Why companies don’t tap neurodiverse talent

An issue that is especially prevalent in larger corporations is the assumption that processes need to be scalable and standardized. However, employees with neurodiverse attributes typically need to be allowed to deviate from standardized practices. Subsequently, this shift’s the manager’s focus away from ensuring compliance through standardization toward making individual adjustments.  

Another challenge is that although neurodiverse people may excel in other areas, they score lower in the first traditional approach to candidate suitability: interviewing. Neurodiverse people, in general, are unlikely to outperform less talented neurotypical candidates in interviews. People with autism frequently do not make good eye contact, are prone to conversational tangents, and can be overly honest about weaknesses. This is what drives an interview score down further than that of a neurotypical person. 

The good news is, there are other methods of determining a candidate’s suitability. 

Overall, managers must take on the challenge of piecing together a diverse array of jigsaw pieces, rather than treating individuals as containers of human resources that can be interchanged with each other.

Suggested resource on hiring strategy: How to build HR flexibility and resilience post-COVID

Utilizing non-biased AI recruiting tools like Leoforce Quantum is the first step in tapping into neurodiverse talent. As an adoption of non-biased AI recruiting tools, the benefits to companies will be significant: more access to the talents and viewpoints of their employees, which may allow them to compete more successfully. 

Resources

• https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage

The post How building a neurodiverse workforce can give you a competitive edge appeared first on Leoforce.

With everyone facing inflation, infection, and a host of stressors, the effects of anxiety can spill over to places of employment. A survey conducted by the Anxiety Disorders Association of America (ADAA) revealed the following about American employees: 

• 72% of people who have daily stress and anxiety say it interferes with their lives at least  moderately 
• 40% experience persistent stress or excessive anxiety in their daily lives 
• 30% with daily stress have taken prescription medication to manage stress, nervousness, emotional problems, or lack of sleep 
• 28% have had an anxiety or panic attack 

Many businesses once viewed this reality as a personal matter, unrelated to the task at hand. Today’s leaders, however, must realize that workplace anxiety affects both the company and the individual.

Supporting employees by effectively managing work-related anxiety allows businesses to thrive, find and retain talent, and prevent turnover. 

Anxiety’s Purpose and Potential in the Workplace 

Biologically, anxiety serves us well. The shot of adrenaline from our nervous system functions as nature’s “performance drug,” allowing us to meet a challenge or perceived threat. 

Therefore, hiring candidates with anxiety isn’t necessarily a drawback. These candidates can be conscientious and committed to meeting expectations. They’re achievers, with their nervous tendencies motivating them to take action. Research also indicates that anxiety is positively correlated to intelligence. 

By itself, anxiety is an indicator of neither a candidate’s exceptional potential nor inferior job performance.

Suggested reading on workplace productivity: Unlocking the Hidden Talent Pool

Rather, it’s one among many influencing factors. And the Leoforce platform helps recruiters evaluate the entire picture of a potential employee.  

Symptoms of Anxiety in Candidates for Employment 

Recruiters are most likely to notice indications of anxiety among candidates during an interview. These indicators may include verbal cues such as fast speech or a slight tremor in the voice. Or physical manifestations like repetitive yawning, nervous gestures, or tapping (foot, pencil, etc.).  

Support During the Job-Seeking Process

If you notice symptoms of anxiety in a candidate, don’t draw attention to them. Besides making the situation more uncomfortable, drawing attention could violate the Americans with Disabilities Act (ADA). The diagnosis of an anxiety disorder falls under this protected status, and candidates are not required to disclose or discuss their condition. 

Instead, consider the following to put a candidate at ease: 

• Greet the candidate by name, offering a handshake and a smile. Stand and approach them to welcome them.  
• Avoid circumstances that create intimidation such as excessive distance from the applicant or physical barriers like a desk or podium. Position the room so that the candidate is on an equal level. 
• Introduce yourself first, allowing the applicant to relax and relate to something you have in common. Avoid emphasizing your accomplishments or superior position. 
• Mention something relevant about the candidate from their resume that shows you’re interested in their potential fit. 

• Listen attentively and minimize note-taking. Smile and nod periodically. Make eye contact. 
• Facilitate the interview as a conversation rather than an inquisition. 
• Close the interview by communicating the next steps. A prolonged wait for interview results is difficult for most candidates, and it can be excruciating for those with anxiety. 

Symptoms of Anxiety in Employees 

Employers are well situated to notice signs of anxiety in their people. Besides physical mannerisms, these symptoms can include difficulty concentrating, indecisiveness, restlessness, or edginess. Those prone to anxiety may also suffer from chronic headaches or stomach issues. 

Employees aren’t required to come forward about their anxiety issues. However, an environment that transparently supports and advocates for mental health will encourage people to speak openly. This culture results in a best-case scenario where staff and management work together to accommodate this condition. 

Solutions to Balancing Work-Related Anxiety

Keeping employees with anxiety motivated to perform shouldn’t be an issue. Their near-constant adrenaline can propel them forward.

Suggested reading on talent acquisition: How to stand out in a candidate-driven market

However, extreme anxiety can either cause debilitating panic attacks or excessive worry that leads to inaction. The key to avoiding these extremes is to create a culture that minimizes work-related anxiety and champions mental health. 

Minimizing Work-Related Anxiety  

According to the ADAA Survey cited at the beginning of this article, the main sources of employee anxiety are: 

• Deadlines (55%) 
• Interpersonal relationships (53%) 
• Staff management (50%) 
• Dealing with issues/problems that arise (49%) 

These triggers can’t be eliminated, but they can be controlled by communication. For instance, managers should give advance notice about deadlines and clearly communicate expectations. Breaking assignments down into smaller steps can also be helpful. 

Regarding interpersonal stressors, a company culture that respects and supports all employees and implements a no-recrimination policy when things go wrong also gives personnel a solid foundation. Anxiety levels are much more manageable with an underlying foundation of trust in management. 

Certain accommodations can also be helpful for people who are chronically anxious: 

• Access to a workspace with a level of quiet and privacy whenever possible 
• Flexible work hours as long as deadlines and expectations are met 
• Unscheduled breaks as needed for employees to practice coping mechanisms – a walk, some sunshine, or breathing exercises can provide a crucial reset 

Championing Mental Health  

Is your organization committed to a culture that validates mental health? This validation can look like frequent focus groups, breakout sessions, and presentations. It could also include Q&A sessions with therapists, meetings with wellbeing coaches, and access to other professional resources. 

However, none of these strategies replace one-on-one interaction. Cathleen Swody, organizational psychologist and founder of Thrive Leadership, notes:  

“The most important request I hear is for managers to demonstrate empathy and understanding to employees. Your employees are not robots. Ask them how they are doing and listen.” 

Want to Give Candidates a Positive Experience?

Meet anxious candidates where they are on a stress-free platform, through talk, text, email, or chatbot. Our AI recruiting platform, Leoforce, empowers you to manage all your candidate communications through one easy-to-use dashboard.

Suggested reading on AI recruitment: Discover how AI is being leveraged for the recruiting industry

Candidates want their experiences to be personalized. Not only does Leoforce automatically engage with candidates on your behalf, but the platform will send personal follow-ups, answer questions, and schedule interviews behind the scenes in real-time.

Get a free demo to discover how Leoforce identifies, analyzes, and sources candidates who are the right fit. 

Resources

• https://adaa.org/workplace-stress-anxiety-disorders-survey
• https://hbr.org/1985/03/whos-liable-for-stress-on-the-job
• https://hiring.monster.com/resources/workforce-management/company-culture/work-related-anxiety/

The post How to effectively support employees coping with anxiety appeared first on Leoforce.

Another layer of responsibility recruiters have is adapting to candidates from all backgrounds, including neurodiverse. However, it may come with a few restrictions bearing legal and ethical limitations in mind.

 Hiring the most qualified, diverse, and best-fit candidates may come with a few differences along the way and neurodiverse candidates are no exception! So, what is neurodiversity, and how can you accommodate candidates with ADHD throughout the hiring process? 

What is neurodiversity? 

Before you can accommodate candidates and employees with neurodiverse attributes, understanding neurodiversity is the first step. Neurodiversity is defined as having a range of differences in individual brain function and behavioral traits, regarded as part of normal variation in the human population.

This can especially be used in the context of autism; however, attention deficit disorders can also be considered within the neurodiverse range. You may not notice a stark difference during the hiring process of those with neurodiverse attributes, as opposed to others, but being aware and offering the right tools in accommodating can create a more seamless and note-worthy recruiting process.  

Challenges and legal limitations 

Of course, hiring candidates, whether neurodiverse or otherwise, will come with legal ramifications to consider. Throughout the application process, candidates are asked questions regarding their experience, capabilities, veteran status, disabilities, and more. But what if a candidate comes with a set of characteristics that aren’t necessarily an obvious disability but require a different way of conducting interviews, work style, and collaborative efforts? Is it legal to ask candidates if they have limitations or divergent work styles that may not explicitly be stated in the application? And if so, how do you go about this?

As a recruiter, you cannot legally ask a candidate for their medical and psychiatric history. ADHD is a protected disability, according to the Americans with Disabilities Act. This means candidates may be eligible for work accommodations and protection from discrimination. However, there are a few exceptions. If the candidate asks for reasonable accommodations for a condition that is not obvious, you are legally inclined to ask for reasonable documentation about his or her disability.  

Why it’s important to accommodate neurodiverse candidates during the hiring process?

Being unaware of the unique differences in your pool of candidates and using a one-size-fits-all glove for the sake of convenience in your recruiting approach, may hinder your recruiting efforts more than help. This could prolong the hiring process; making it more difficult to communicate for yourself and prospects, and even overwhelm candidates, causing a potential loss of interest in the role.

Suggested reading on inclusive hiring: Combatting Bias in Machine Learning Algorithms: For Recruiting

Recruiters and HR managers are the first line of contact for candidates in getting a glimpse of a company’s culture. Although it may not blatantly be stated in one’s daily recruiting task list, learning how to adapt and accommodate your candidates is one of the most important skills to cultivate. So how do you accommodate neurodiverse candidates with ADHD during the process? 

How to accommodate candidates with ADHD 

The innovation of scheduling and project management tools that have been launched in recent years have played a significant role in the hiring process. The good news is that digital tools can help with all of the tedious aspects of the recruiting process like communication, interview setting, sharing and signing legal documents, and much more.

Suggested resource on neurodiverse hiring: Neurodivergent talent: the new frontier in diversity hiring

When it comes to accommodating neurodiverse candidates with ADHD, digital scheduling tools give you a head start and your candidate a seamless onboarding experience without forgetting a few steps along the way. The bad news is, not all recruiters are taking advantage of these tools, or using the right tools throughout the process. Recruiting tools are your friend and a must-have if you want to accommodate your candidates in a more efficient way. 

Ask and understand their limitations

In addition to incorporating the right tools to assist you in the hiring process, you should be asking questions and understanding your candidate’s limitations. How do they prefer to work? Are they more of a collaborative person, or are they more efficient when working alone in a quiet environment? Do they like to work with music? What gets them in the zone? Coffee? A good workout before work? Brainstorming sessions with co-workers? Getting a feel for a candidate’s work style, their stressors and motivators can help in accommodating them not just through the hiring process, but even after onboarding. This could be helpful information for other managers as they begin to work with neurodiverse new hires. 

Explain the hiring process clearly 

As a recruiter, you may already know the recruiting process, but does your candidate know? Of course, prospects will have questions along the way, but being clear in explaining the next steps required of them can be useful information. Though this may seem like an obvious step, it is quite often missed by recruiters. This can prevent a lot of mishaps, forgetfulness, and setbacks when the hiring steps are clearly explained and expected along the way. A checklist in writing on the next steps for your candidates creates a more seamless undertaking. 

Offer diverse interview option

With the presence of COVID-19, video conferencing has now become the first and main option for interviewing candidates. Apps like Zoom, Google Meet, Microsoft Teams, and more have been game-changers in the way we communicate. The good news is this interview-style can assist many neurodiverse candidates because it allows them to be in control of their environment. 

For some candidates, the process of driving to the location of the interview site, finding parking, check-in for a physical first interview, may be daunting and anxiety-inducing. Help your candidates by conducting a virtual interview first. This allows them to prepare, get a feel for the hiring managers, and connect with them in an environment they are in control of, before moving on to a second round if need be. 

Provide additional resources

As a recruiter, you want to ensure your candidates excel in the roles you place them in. While aiding these candidates according to their wishes may be expected, providing additional resources can put them at an even greater advantage. Once expectations and accommodations have been discussed, you can offer a buddy system or workplace mentor to optimize work performance; send helpful reading materials in managing ADHD at work; provide referrals for counselors who specialize in helping adults with ADHD reach their career goals. Of course, these are all optional choices and up to the candidate or employee to decide. Nonetheless, as a recruiter, you should keep in mind that individuals with ADHD and other neurodiverse traits have many possibilities. 

Conclusion

Recruiting is hard but rewarding work! Finding the best candidates can take up a lot of time and even the best fit for the role can come with a few unique challenges. Becoming more aware of these challenges, learning to adapt and accommodate, and utilizing the right recruiting tools will aid in conducting a more efficient hiring process for candidates.

Leoforce is designed to fit your recruiting needs, especially when it comes to finding diverse talent. Save time & automate your entire hiring process from emails to self-scheduling, with Leoforce Quantum. We make it easier by giving you diverse, quality candidates so you can focus on what matters. 

Resources

• https://www.additudemag.com/adhd-law-americans-with-disabilities-act/
• https://www.spectrumnews.org/features/deep-dive/now-hiring-what-autistic-people-need-to-succeed-in-the-workplace/  

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Neurodiversity (ND) is an umbrella term that includes any individuals whose minds are “wired” atypically.

Neurodiversity can manifest in aspects of sociability, learning, attention, mood, and other mental functions. It encompasses conditions such as: 

• Autism
• ADHD
• Dyslexia
• Tourette’s syndrome

The Neurodiversity hiring gap

Historically, people with neurodiversity have suffered under traditional recruiting and hiring practices. Their skills and abilities have therefore been underrepresented and underutilized in the workplace, a big problem today when hiring companies are desperate for skilled workers.

In fact, according to the University of Connecticut’s Center for Neurodiversity and Employment Innovation, the unemployment rate for neurodivergent adults is as high as 30-40%, which is eight times higher than the employment rate for non-disabled persons.

The good news is that companies are learning how much the neurodiverse population has to offer. Robust diversity and inclusion programs are being developed and implemented to make recruitment, interviewing, hiring, and retention processes ND-friendly.

Suggested reading on diversity hiring: Blueprint to drive DEI hiring in the workplace

While neurodiverse conditions are considered disabilities, Aiyana Bailin, an autism care professional and disability rights advocate, asserts in a Scientific American article: 

“Autism and other neurological variations may be disabilities, but they are not flaws. People with neurological differences are not broken or incomplete versions of normal people.” 

Disabilities, Bailin continues, are a result of society not accommodating the needs of people with differences. 
Here’s how recruiters can better meet the needs of neurodiverse candidates.  

Legal Considerations of Neurodiversity

Because neurodiversity falls under the disability blanket, it’s protected by the American Disabilities Act (ADA). The most important considerations for ADA compliance in regard to hiring neurodiverse candidates are:

• You may NOT inquire about a candidate’s medical information during the recruitment or interview process.
• You MAY make medical inquiries only AFTER making the candidate a conditional offer of employment, so long as you make the same inquiry of every candidate in the same job category.
• Candidates MAY self-disclose their neurodiverse status at their own discretion. 
• Focus on the candidate’s ability to do the job – not on their potential limitations.
• Do NOT steer employees to jobs they didn’t apply for based on what you presume their skill set would be in light of their neurodiversity.
• You may NOT reveal the candidate’s neurological condition to any other employees or individuals.

Where Neurodiverse Employees Excel

Employers have many reasons to recruit and hire neurodiverse employees. Danielle Pavliv, manager of diversity and inclusion for analytics software company SAS, tells us:

“Nearly 62.6% of autistic individuals have some exceptional talent or ability—not always, but often technical skills.” 

Of course, every rule has exceptions. Companies have found that employees on the autism spectrum often excel at detail-driven jobs that require handling data like cyber-security, coding, and debugging. And people with ADHD often excel at jobs that require energy, creativity, and innovation.

In fact, JP Morgan Chase has an Autism at Work program designed specifically for the purpose of hiring and training employees with autism. Their metrics are fascinating. They report that employees hired through this program into certain tech roles are 90 to 140% more productive than other employees, they finish tasks with far fewer errors, and they can perform the work of two people.

Susanne Marie Bruyere, a professor of disability studies at Cornell University, cautions us not to misunderstand these kinds of statistics, however. It’s not that neurodiverse employees have superpowers. These individuals are usually placed in jobs that are tailored to their specific strengths.

How to Find and Hire Neurodiverse Talent

If you’re seeking to expand neurodiversity in your organization, the law doesn’t forbid you from reaching out to people with specific conditions.

However, since you’re not allowed to inquire about medical information in the recruiting or interviewing process, the best practice is to approach advocacy groups for people with disabilities, let them know the positions for which you’re hiring, and have them put you in touch with viable candidate pools.

Suggested resource on neurodiverse hiring: Neurodivergent talent: the new frontier in diversity hiring

How to Accommodate Neurodiverse Candidates

When it comes to diverse recruiting, especially in regard to neurodiversity, certain accommodations can ensure that you provide an optimal environment for interviewing, hiring, and training employees on the spectrum. 

RoboKind, an education technology company that builds social-emotional curriculum for autistic students, offers seven tips:

1. Remove barriers such as generic blanket statements, excessive and superfluous job requirements, and unclear descriptions of the application process.
2. Clearly state that you welcome neurodiverse applicants at the top of your job ad or in the job description.
3. Understand what to expect from these job applicants. In particular, remove the following behaviors from your list of deal-breakers when you assess autistic candidates:

• Inconsistent eye contact
• Lack of ability to make small talk
• Repetitive movements
• Confusing body language
• Uncertainty or uneasiness

1. Let the candidate know what to expect in terms of where, how, and with whom they’ll be interviewing.
2. Offer alternative interview formats such as phone, instant messaging, or email. You could also arrange for a skill demonstration in lieu of an interview.
3. Be direct and literal in your communication. Don’t use “what if” scenarios or ask questions like, “If you were an animal, which one would you be and why?” 
4. Give the candidate breaks (hours or days) between interview sessions.

Ready to Diversify Your Candidate Search?

Diversity initiatives are no longer a “nice to have” – they’re a must for companies of all sizes. 

At Leoforce, we recognize your need to make data-backed hiring decisions and limit biases in your recruiting processes. Our AI recruiting platform, Leoforce, continues to get smarter over time, minimizing human bias and gut-feel reactions while accelerating diversity initiatives.

Get a free demo to discover how Leoforce identifies, analyzes, and sources candidates who are the right fit.

Resources

• https://entrepreneurship.uconn.edu/neurodiversitycenter/
• https://blogs.scientificamerican.com/observations/clearing-up-some-misconceptions-about-neurodiversity/
• https://www.forbes.com/sites/robertamatuson/2019/10/30/hidden-talent-the-case-for-hiring-neurodiverse-candidates/
• https://www.yahoo.com/now/neurodiverse-applicants-revolutionizing-hiring-process-110049606.html
• https://www.robokind.com/recess/how-to-be-welcoming-to-neurodiverse-candidates

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