The fact that neurodiverse job seekers face unique challenges in the employment process and the assessment stages ought to be acknowledged. Neil Barnett the Directory of the Inclusive Hiring and Accessibility at Microsoft, kick-started the Microsoft Autism Hiring Program pilot program, aiming at creating an accommodating and inclusive route of employment focusing on the diversification of neurological abilities. Over the years, this program has become more successful and has also enabled other endeavours, among them being Barnett’s Neurodiversity @ Work Employer Roundtable.
The usual method of recruitment tends to screen people out in order to find excuses why they should not be selected. However, as Barnett suggests, “screening in,” the process of selecting the most desired expertise and abilities of neurodiverse individuals for their prospective contributions to the business should be considered. This could incorporate customizing the process to work with applicants where they already are, asking about preferred methods of communication, and implementing accommodations upfront in the process. It is vital that everyone feels included and accepted regardless of whether the person decides to inform his/her condition.
While many neurodiversity programs often focus on STEM-related roles, Barnett emphasizes the importance of diversifying the opportunities to include positions in finance, customer service, sales, and marketing. The aim is to provide a wide range of job opportunities that cater to various skill sets, not just technical ones.
Research has shown that teams including neurodiverse individuals can be up to 30% more productive. Microsoft employs thousands of neurodiverse individuals who weren’t hired through specific neurodiverse hiring programs. Therefore, Barnett’s team is working on extending resources for both new and existing employees, focusing on the entire employee experience, from interviewing and hiring to onboarding, growth, and retention, while aiming to establish a neuro-inclusive culture. Additionally, they are exploring ways to scale these efforts both within the U.S. and internationally.
The goal is to create an environment where candidates don’t have to self-identify or disclose their conditions, and where recruiters and screening processes are already attuned to these principles. It’s an ambitious direction many employers are working toward, even though achieving it at scale is challenging.
