The insights in this blog article is based on a neurodiversity survey conducted in spring 2025. Representatives (HR-specialists and/or supervisors) from total of 63 organizations operating in Finland responded. The purpose of the survey was to gain an initial understanding of how mature organisations currently are in terms of neuro-inclusion. Our questions included themes like awareness, recruitment practices, workplace support, and organizational culture. In this blog I focus on insights collected about recruitment.

 

It is fair to say that recruitment is one of the most powerful gatekeepers of working life. Recruitment processes determine who enters organizations, who progresses, and at the same time, who is left outside.

Previous research and statistical evidence suggest that neurodivergent individuals face a higher risk of exclusion from working life. This may be due to difficulties in demonstrating their competence within conventional recruitment processes. These processes often rely heavily on multiple assessments, tests or tasks that demand focus, rapid information processing or skills in social interpretation. Such requirements may disadvantage neurodivergent applicants, even when they possess the relevant skills and expertise.

Similarly, we know that neurodivergent individuals also face challenges in remaining within organisations once hired. These challenges are often related to workload, exhaustion or the pressure of social demands at work. As a result, employment histories may appear fragmented, which can in turn raise additional questions in future recruitment situations.

Recruiters do not, of course, exclude neurodivergent candidates intentionally. However, systematic bias can emerge through recruitment practices and selection criteria that are designed around neurotypical norms. When the recruitment “filter” is built in a particular way, exclusion can occur without deliberate intent.

The results from our company survey indicate that neuroinclusive practices are not yet a natural or established part of organizational recruitment processes. Respondents report that their organizations have no specific measures in place to support neurodivergent applicants during recruitment. Based on these findings, it appears that recruitment processes are still not fully accessible or equitable from a neurodivergent perspective.

Many organizations describe using what is commonly understood as accessible recruitment practices. These typically focus on clear written and oral communication, as well as transparent information-sharing and interaction throughout the recruitment process. The practices most frequently mentioned by responding companies include offering additional time for aptitude tests. For example, candidates may request extra time or ask for the removal of time limits without having to provide a specific reason. Most organizations also reported offering flexibility in interview formats, allowing candidates to choose between remote or in-person interviews depending on their needs. Some organizations had moved away from rigid, standardized application formats often built into recruitment tools. They reported accepting alternative formats, such as video applications or non-traditional CVs (even a reference / link to Linked-in was counted sufficient). These adjustments can already improve access for individuals with neurodevelopmental conditions and lower barriers to participation.

Only a small proportion of respondents reported having received specific training related to neurodiversity. An even smaller number indicated that neuroinclusion was embedded in formal HR policies. This suggests that inclusive recruitment practices largely depend on individual awareness and goodwill rather than on consistent organisational structures. In practice, this means that candidates’ experiences may vary significantly depending on who is involved in the recruitment process, rather than on shared standards or institutionalised practices.

 

Where to start in building neuroinclusive recruitment practices?

A natural first step in order to build neuroinclusive recruitment practices is increasing awareness. When recruiting managers and decision-makers have a good understanding of how neurodevelopmental conditions can affect candidate behavior, communication and focus, they are more likely to approach candidates with openness rather than assumptions.

One recurring observation in our research is that eye contact can interfere with thinking and concentration for some individuals. It can be easier to process thoughts when attention is not directed toward interpreting facial expressions or subtle social cues while speaking. For some, looking directly at another person’s face requires cognitive effort that competes with the task of formulating responses.

Recruiters can support this by offering small, simple alternatives. Providing notepads, pens or even refreshments on the table gives candidates a neutral place to rest their gaze during moments that require concentration. These adjustments are unobtrusive, yet they can make a meaningful difference.

Another important step is to make the possibilities for individual adjustments explicit. Recruiters can communicate in advance that candidates are welcome to ask for accommodations and spell out what kinds of adjustments are possible (e.g. extended time limits, oral tests instead of written tests). When this information is given proactively, it naturally lowers the threshold for raising needs that might otherwise feel awkward or risky to mention.

If the organization particularly wants to welcome neurodivergent candidates, theyit can consider openly mentioning inclusion (and neuroinclusion as one form of it) in the job add, for instance in the company presentation section.  Making these intentions visible signals that difference is anticipated and celenbrated, and that recruitment is designed with a wider range of candidates in mind.

 

 

Tips for candidates when attending an interview:

• Bring pen and paper. Writing things down gives your brain extra stimulation, helps concentration and provides a natural place to rest your gaze while thinking or answering.
• Write the interview question down, and do so openly. This helps you to be transparent about it the interviewer. They expect it takes a little longer you to answer.
• Prepare a short list of things you want to tell about yourself in advance. Then you can tick of the items while the interview goes on. This gives you feeling of being in control.
• Think of a few anchor phrases you can return to if words are hard to find, such as “The main point I’d highlight is…” or “I’ll answer this in two parts.”. You may even right them down for yourself.
• If you forget what was asked or lose focus in the middle of your answer, ask for repetition or clarification without apologising: “Could you repeat the question?” or “Do you mean X or Y?”
• If your focus slips, use a simple reset phrase like “Let me take a moment to think about that.”
• If something goes off track, correct it calmly: you can pause, close your answer intentionally, or return later with “I’d like to add one thing I missed earlier.”