Neuroinclusivity: A case for ditching (or at least improving) the interview
When I founded an accounting firm, I never imagined that I was also creating a disability-first firm that would prove to be a testing ground for neurodivergent-friendly employer practices. When others were struggling to find talent, we were getting more applicants than we knew what to do with. Looking back, my greatest missed opportunity was probably the talent I failed to hire.
Hiring and recruiting in firms has four outcomes: hiring the right person, hiring the wrong person, not hiring a bad fit, or missing out on hiring a good fit. Firms generally know when they hire the right person or the wrong person. What we can’t measure are the great candidates we said no to. Those were my missed opportunities, and chances are that at least a few of them were neurodivergent.
Neurodiversity (ND), for anyone unfamiliar, refers to the spectrum of ways our brains work. Individuals classified as neurodivergent can have a diagnosis such as ADHD, Dyslexia, Dysgraphia, or Autism, and their brain function falls somewhere outside of “typical” (whatever that means). ND individuals may have incredible abilities such as hyperfocus, problem-solving, seeing patterns in data, getting creative, and maintaining remarkably good compliance standards. So, why are they being overlooked or screened out of job searches?
The interview problem
The #1 obstacle for neurodivergent candidates in the job-seeking process is the interview. Research shows that the environment, questions, and interviewer are each problematic in their own way. The net result is ineffective interviews that may exclude quality candidates.
In a recent experiment, the researchers reviewed a series of interviews and rated the candidates. One group rated video recordings, while the other group rated transcripts of the interviews. Those individuals rating from a transcript couldn’t see small social and visual cues such as ticks, lack of eye contact, or fidgeting. The result- when scored from the transcript, candidates with Autism significantly outscored neurotypical candidates.
When interviewees don’t conform to our usual social cues, we are likely to dislike them or score them lower, even when it has nothing to do with their ability to do the job. This equates to employers likely screening out candidates, who could certainly do the job, based on “the vibe”. Looking back I’m sure I was guilty of this. Seeking to make things right, I set out to find the solution.
Improving the process for everyone
Do you need to interview?
Take a serious look at the position you are hiring for and write up an informal job analysis. List the required tasks and KSAOs (knowledge, skills, abilities, and other attributes). Don’t just pull out a template. Yes, we all want the unicorn, but what does this job REQUIRE? What are the MUST HAVES? Do they need to be able to give a press interview, or is that on the “nice to have” list? Could tests of cognitive ability, tech skills, and general accounting knowledge tell you most (if not all) of what you need to know about this candidate? Would a test of their ability to use specific tools like Quickbooks be enough? Add a predictive index screening to figure out how someone fits in team roles, and you might be able to do away with an interview. Could other means of screening, such as paid job trials, create better hiring results entirely? If you can’t ditch the interview, could you leave it to the very end, as in the informal part of the screening?
Structured Interview Questions
Don’t wing it when it comes to interview questions. This can actually open your firm up to liability, and it likely results in a very subjective evaluation of the candidates.
Open-ended and vague questions can throw neurodivergent candidates for a loop. Instead, ask questions specific to the work at hand. Avoid irrelevant feeler questions like “What’s your spirit animal?”
Create a framework for scoring answers. Rather than subjectively rating an interviewee, which is prone to bias, define what a “good” answer is.
Record interviews and score from the recording rather than in real-time. This allows the interviewer to focus on the job at hand.
Provide the list of questions in advance to ALL candidates so they can consider them. By providing questions in advance to all candidates, you create a more equitable process that doesn’t require disclosure of a disability, which opens up the firm to additional liability. The process is smoother for everyone, and you will likely get higher quality and fewer canned responses.
Keep Candidates Informed
Outline timelines and update candidates. Nearly everyone loves it when you can define expectations and timelines during the job application process, and neurodivergent candidates are no exception.
Set a timeline and provide it in writing upfront to applicants.
Let folks know if you have screened them out of your hiring pool. If you can, let them know why!
If there is a delay, let candidates know.
Screener Training
Train your screeners! If you must interview candidates, be sure the interviewers have the training to accommodate neurodivergent candidates. Can they identify their bias? Do they know how to respectfully interact with and not just pass over “unconventional” candidates? Train them not to just fall into overly empathetic lines of questioning entirely focused on the candidate's disability and ignoring structured interview questions. Get them comfortable with interviewing someone who might have trouble with eye contact and other social ticks. Are the screenings for role-candidate-fit or a generic “good worker” profile?
Better hiring outcomes for all
When we put the wheelchair ramp to the door, it doesn’t just help the individual in the wheelchair. Some days, it helps the person on crutches. On other days, the ramp assists the delivery man with a cart full of boxes. The suggested practices discussed may help discover talent, but they can also help reduce discrimination liability, reduce the time from application to decision, save you time and money, and help you add diversity to your teams. It is estimated that 1 in 7 people in the US are neurodivergent. That is a lot of people to leave out of the candidate pool.
Keywords: Hiring, neurodiversity, inclusive hiring
This is a paid partnership with Intuit.
