You can find part 1 of that round up here, where we covered how current hiring processes work against neurodivergent people and how to encourage a practice of recruiting with kindness.

There were so many highlights from the webinar panel that we couldn’t help but share some more of it with you. So today, in part two, we’re looking at job requirements, work history, and 10 easy ways to improve accommodations for neurodivergent candidates.

Rethink your job requirements

Back to the hiring process, another topic of discussion was understanding unconscious bias on candidate profiles and CVs.

Manu, CEO of HashHackCode, discussed how inaccessible higher education can be for neurodistinct individuals. His philosophy about education and the workforce is easily summed up by this:

“No matter where you come from, or what your background is, everyone deserves the same opportunities…at HashHackCode we want everyone, regardless of their background or differences, to be able to succeed”.

He explained that a lot of neurodivergent people are pushed towards vocational careers and while this may well be what some want to do, the entryway to what modern society often considers a “successful” career can be very limited. Especially for people who struggle a lot at high school which is commonly seen with neurodivergences like dyspraxia and dyslexia.

Key takeaway

Too many job specs require someone to have a degree. Take a moment to consider if a formal qualification is absolutely necessary for the role. If it’s not, take it out.

There’s also a lot to be said about “job hopping.” I touched on this later in the webinar as Tiffany and I discussed burnout.

Burnout, work history, and job hopping in neurodivergent candidates

Neurodivergences often come with a lot of anxiety. In fact, anxiety is the condition that most commonly co-occurs with autism and ADHD. So, as Jim said, and as Tiffany echoed, we have to focus on creating safe and secure workplace cultures that are inclusive.

If you don’t focus on that culture, people will leave. Neurodivergent people often feel unsafe. With a lifetime of bullying, masking, and hostile work environments behind us, it can take a while for us to settle into a new job. And sometimes, we don’t settle at all.

It’s not uncommon to see “job hopping” on a CV of someone who is neurodivergent. I spoke about the misconception that this is because folks with ADHD just can’t make a decision. But it’s often related to burnout, bullying, and feeling like we’re never going to fit in. They’re only doing what all of us do: trying to find a compatible work environment where they can do their best.

Key takeaway

We need to move away from the idea that “job hopping” means a candidate isn’t reliable. Have a meaningful conversation with candidates about the reasons; don’t make assumptions.

How can we approach the conversation around accommodations?

Something that needs to be clarified is that access to a diagnosis is a privilege.

Not everyone has a diagnosis, not everyone is going to get one, and not everyone wants one. Tiffany mentioned that there are many people who self-identify as neurodivergent but may not be able to afford a diagnosis. Or they may have been turned away due to prejudice in the medical sector.

There are also a lot of people out there, much like myself, who don’t find out that we are neurodivergent until our 20s, 30s, or even later.

So, we have to change the conversation around accommodations. Requiring proof of disability to provide basic accommodations signals to your candidates and employees that your workplace is not a safe space to be in.

When you accommodate neurodivergent candidates and employees, you actually accommodate everyone.

Here are 10 easy ways to improve accommodations in your hiring process:

• Ask people how they prefer to communicate (asynchronous video call, in-person interview, video call, email, etc.)
• Ask candidates before an interview is scheduled if there are any accommodations they need (and specify that you don’t need disclosure or proof of anything)
• Send an agenda before an interview and a follow up email with clear action after
• Always provide clear and specific feedback to candidates who do not get the job (rejection sensitive dysphoria is a very real thing, especially for those of us with ADHD)
• Send reminder emails before scheduled interviews/calls/tests
• Set clear deadlines for any tasks
• Format all email communications clearly (use subheadings, put deadlines in bold, use bullet point lists)
• Ask for candidate pronouns as part of your intake/application process – this is good practice anyway, but neurodivergent people in particular are very sensitive to inclusive language and practices (and also statistically more likely to be gender non-conforming)
• Use sans serif fonts (like Arial, Calibri, Verdana) in your application forms, emails, and all communications
• Avoid serif fonts (like Times New Roman, Courier New, and Georgia) as these make it harder for dyslexic people to read the text

By starting these accommodations early, you are signaling to your neurodivergent candidates that you are a safe workplace. Somewhere they are likely to be accommodated and accepted.

But more than that, you’ll make the hiring process more inclusive for all candidates which can pave the way to a vibrant and thriving workplace for everyone. A place where everyone, neurodivergent or otherwise, can finally contribute to their full potential.

Key takeaway

Let me leave you with this from Dr. Tiffany Jameson:

“Instead of asking how we can accommodate your [neurodivergence], we need to shift the conversation. Ask ‘how do you work best? And how can we help you to thrive in this environment?’”

That’s a strategy that benefits not only neurodivergent people, but everyone seeking and filling a job.

Believe it or not, this is just the tip of the iceberg. If you would like to watch the full discussion, you can access a recording of the webinar here.

The post Webinar recap: Aiding neurodivergent talent through burnout appeared first on Leoforce.

That was the subject of a June 30^th webinar hosted by Leoforce, where I joined neurodiversity experts to explore the issue.

The diverse panel featured a bunch of neurodivergent folks, including myself, with a broad range of experiences in the workplace and who have made it their lives’ work to actively help neurodivergent people get hired, develop skills, and integrate into the workplace.

A rundown of our panelists

• Tiffany Jameson, Managing Partner at inclusion consultant grit & flow (ADHD + parent to two neurodivergent children)
• Manu Sekar, CEO of HashHackCode, which trains neurodivergent people to code.
• Jim Hogan, VP of Accessibility in Technology at Google (Autistic)
• Alice Rowan (me), ex-member of the traditional workforce, now self-employed copywriter (ADHD + Autistic)
• Bob Michael, Marketing Director at Leoforce (panel moderator)

Why explain the panelists’ neurodivergences? Because it’s important to understand that the panel represents lived experience, rather than just being “experts” looking from the outside in.

What does neurodivergent mean?

Neurodivergent is an umbrella term to describe people whose mental framework diverges from the “norm”. Neurodivergences include a set of neurodevelopmental differences such as Autism (ASD), ADHD, Tourette’s, Down Syndrome, and learning difficulties like dyslexia and dyspraxia.

In the webinar, you’ll also hear the term “neurodistinct” mentioned a few times. This has the same meaning as neurodivergent.

And finally, neurotypical refers to anyone who isn’t neurodivergent.

Neurodivergent talent is historically disadvantaged in hiring

As someone who struggled, undiagnosed, through the traditional workforce for over a decade, I can understand why we’re often overlooked.

A lot of discrimination against neurodivergent people, and autistic folks in particular, happens because of their outwardly presenting behaviors. The ways in which we don’t fit into neurotypical society.

As a recruiter or hiring manager, have you ever rejected a candidate because:

• They talked to an excessive degree
• They were late to the interview
• They struggled to sit still
• They didn’t make much, if any, eye contact
• They refused a handshake, or had a “weak” handshake
• They asked a lot of questions. Particularly clarifying questions, as if they didn’t understand your questions or a task that was set
• They didn’t complete a time-pressured task or misinterpreted the brief

I have been rejected from jobs for all the reasons above. And at the time, I had no idea I was neurodivergent. I discussed my experiences with the hiring process (both in-person and remote) in the webinar. A key point to take away is this:

Girls, women, and gender-nonconforming people are much more likely to discover their neurodivergences later in life. I was 28 when I found out.

Worth a read: “Barriers that keep applicants out of the workforce”

Helping neurodivergent folks integrate fully into the workplace starts by educating recruiters and managers to be aware of those unconscious biases.

Key takeaway

In your job ads and diversity statements, invite job applicants to state their needs, and ask for flexibility and accommodation. We cannot wait for people to “declare” or request accommodations for specific disabilities in the interview process. They may not even know they need them.

Recruit with kindness

We got a lot of questions in the webinar, understandably, about what accommodating neurodivergence looks like.

The panelists had a number of suggestions. But Jim Hogan of Google summarized it perfectly: just be kind to one another.

He went on to explain that while the unemployment rate is saddening, what’s even worse is that 70% of autistic folks who do find employment are bullied in the workplace. He was part of the 70% (as was I) and explained that throughout the first 37 years of his career he was bullied relentlessly.

After having experienced this throughout much of his career, Jim’s main goal at Google has been to create psychological safety for every job applicant and employee. He has worked to create an environment in which neurodivergent folks can start to tell their stories without fear of rejection or ridicule in the workplace.

We have to create environments and cultures that are ready to accept neurodivergent people. Leaders like Jim or Manu can do as much work as they want to prepare autistic and neurodivergent candidates for the workplace. But without the right culture in place, their quality of life is going to get much worse and burnout will soon be on the way.

Key takeaway

Focus on creating a culture of safety and openness. Begin with line managers who care, check in on their people regularly, and recognize the importance of their employees as people, not productivity machines.

Believe it or not, this is just the tip of the iceberg. If you would like to watch the full discussion, you can.

Something worth flagging here is that neurodiverse and neurodivergent don’t meant the same thing.

Manu made this point in the webinar. A group of people with different neurotypes are neurodiverse. An individual is neurodivergent.

How will you accommodate neurodivergent candidates during the hiring process?

The post Webinar recap: Accommodating neurodivergent candidates 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/

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