By Marcelo Vitoriano, CEO, Specialisterne Brazil
To address the talent of neurodivergent people, it is important to answer essential questions about entry, retention, and development of a career in the job market of this important group of our population. To this end, I have posed 4 questions for this discussion.
How do companies seek to recruit and select talent?
Recruitment and selection are processes aimed at identifying technical and behavioral skills that seek to meet the needs of organizations, as well as the search for candidates who have an affinity for the culture and values of the company. However, these selection processes are still standardized. They often include face-to-face interviews, assessments/tests, and, in many cases, group dynamics. These recruitment formats tend to value profiles of candidates who have characteristics within typical behavioral expressions, or the so-called norm. This standard form of recruitment and selection generally overlooks people who have different cognitive abilities, such as neurodivergent people.
Can the talent of neurodivergent people be observed in recruitment and selection processes without accessibility?
An improvement of accessibility features makes it possible to access the talents of neurodivergent candidates. Individuals with autism, ADHD, dyslexia, and other neurotypes may have different ways of processing information, interacting socially, and communicating. Selection processes that focus only on communication and social interaction skills, without the necessary adaptations and adjustments, will not be able to adequately identify the potential of neurodivergent people.
When providing adapted interviews, offering practical assessments, using clear language, providing predictability throughout the selection process, supplying comfortable physical spaces that take sensory issues into account, and acknowledging the needs of the candidate, businesses find a much wider talent pool that includes neurodivergent people with equal opportunity.
Can the lack of accessibility in selection processes be characterized as a violation of rights?
Accessibility is a right guaranteed by international conventions, national legislation, and human rights guidelines in most countries. Article 27 of the 2006 UN Convention on the Rights of Persons with Disabilities states that “States Parties recognize the right of persons with disabilities to work on an equal basis with others…”. It also states that states must “Prohibit discrimination on the basis of disability in all matters relating to any form of employment, including conditions of recruitment, hiring and employment…” More directly, this convention states that states must “Ensure that reasonable accommodations are made for persons with disabilities in the workplace.” Neglecting to make adaptations and adjustments in selection processes for people with all disabilities, such as autistic people, can be seen as attitudinal and/or structural barriers, and can therefore be characterized as a form of discrimination and, therefore, a violation of rights. More than a question of lack of access, it is about the need to create governance that encompasses access for all people, regardless of their condition. In my opinion, this is also an ethical responsibility on the part of companies, as well as mitigating reputational and legal risks. In other words, it is strategic.
Can focusing only on the talent of neurodivergent people lead to ableism?
It is critical to understand neurodivergent people have a variety of needs, some apparent and some non-apparent. The discourse that highlights only the “specialized skills” of neurodivergent people, such as their mathematical skills, hyperfocus or creativity and “outside the box” thinking, can reinforce a narrow vision of possibility. Obviously, there is an evolution in our workforces globally and certain skills are more in demand now, some of those roles can be filled by neurodivergent job seekers. Expanding those options is Specialisterne’s objective, as long as all people have equal opportunities.
Conclusion
Including neurodivergent people is not only a matter of obtaining new talent, but also an effective way of improving corporate operations. Governance, positive transformations of ethical, humanized, and supportive culture have all demonstrably benefited all in the companies we are working with.
Neurodivergent talent is abundant, and we’ve seen countless examples of its brilliance at Specialisterne and across our partner companies. However, without accessibility, these talents remain unseen, not because they don’t exist, but because barriers prevent them from being recognized and leveraged. The real loss isn’t just for neurodivergent individuals – it’s for all of us, especially companies that miss out on the innovation, perspective, and excellence they bring.
Recent Comments