Creating inclusive recruitment practices for a neurodiverse workforce
In today’s fiercely competitive transport sector, diversity of thought is one of the most effective tools an organisation can have. Yet so often, recruitment favours those who can sell themselves over those who can do the job exceptionally well. Neurodivergent candidates - those with autism, ADHD, dyslexia, and other cognitive differences - often face barriers in the hiring process that have absolutely nothing to do with their ability to perform the job itself.
We have to be honest about the fact that traditional hiring methods often don’t always work for neurodivergent minds. Open-ended questions, vague expectations, and overstimulating environments can create unnecessary pressure. And so can another common tool: psychometric testing.
Neurodivergent minds bring immense value precisely because they think differently, but that difference can clash with psychometric tests, which often assume a ‘typical’ way of processing information. When assessments are built around a standard norm, anyone who doesn’t fit it may be unfairly judged - when in fact, that’s the very perspective we’re trying to include.
I recently worked with an exceptional candidate who excelled in their career but struggled with the numerical reasoning tests used in typical recruitment processes. According to NeuroAdvantage, this is all too common. Psychometric tests often rely on narrow cognitive processing styles and high time pressure, which can disproportionately disadvantage neurodivergent candidates.
I’d always recommend asking yourself whether including a psychometric test is truly necessary. If it is, it's worth considering offering untimed versions, adapting the format, or replacing it with skills-based tasks that reflect the actual demands of the role.
There are other small yet impactful shifts that can be made to the hiring process:
Ensure you have structured interviews with clear, specific questions. This reduces ambiguity and allows the candidate to demonstrate their thinking.
Provide interview questions in advance to help the candidate prepare and ease anxiety.
Offer alternative formats, such as written responses or trial projects. This allows neurodivergent candidates demonstrate what they can really do.
In the job description, focus on essential skills instead of vague traits like “must be a strong communicator” - this will open doors to a broader pool of candidates
Outline the full recruitment process up front. This builds trust and removes guesswork.
Give feedback - and yes, this includes giving feedback to those who aren’t selected. It helps candidates grow, and shows that we value the process as much as the outcome.
And inclusion doesn’t end at the offer letter. A truly inclusive workplace values how people think, not just what they do. That means flexibility, sensory-friendly spaces, clarity, and a culture of psychological safety. Mentorship and regular check-ins aren’t just “nice to have”, they’re how an organisation helps their talent truly thrive.
Because ultimately, this isn’t just about fairness. It’s about building stronger, skills-based teams. The more we can populate organisations with those who can see problems in different ways, the more we can bring fresh, competitive and inventive ideas to help businesses thrive.