Making Neurodiversity Recruitment Simple
Our mission is to make the recruitment and retention of neurodiverse employees both simple and cost effective for any employer.
With the rising need to meet the challenges of innovation, creativity and productivity - existing talent strategies can benefit substantially from including a more diverse range of people.
Autistic, dyslexic and ADHD employees are well placed to create value and support your talent needs - we believe our role is to help you to make the most of this talent pool that is right on your door step.
How we work with you
If knowledge is power, are you ready to plug in?
With a focus on educating and empowering employers. If you’re in HR, Diversity & Inclusion or hire people daily, weekly or just every now and then - you’ll learn something new!
Prefer to get an intro to how we work and the style of online training we offer? Start with this free webinar - money back guarantee included :)
From internships and graduate programs to individual or multi person hiring needs, we’ve got you covered. Specialising in Accounting/Finance, Engineering and IT roles.
I’ve been exploring mindsets again of late and have circled back to the work of Carol Dweck and the Growth Mindset.
The idea of the Growth Mindset is the belief that your ability to learn and adapt is flexible. It is something that we have direct control over.
This leads to the view that your potential is limited by your effort and imagination.
The counter mindset is the Fixed Mindset. This is the perspective that your intelligence, ability and performance are inflexible. No matter how much you study, or how hard you try, your performance is capped.
It’s easy to see then that someone with a Fixed Mindset could believe there is a limit to their potential. So to aspire to something beyond that is pointless.
An area that I find interesting and I believe many others do also, is that of creativity. What is it? And is it something that can be learnt, developed and harnessed?
Through an exploration of three well known creative figures, I had hoped to gain some insight into potential answers to these sorts of questions.
Whilst a sample size of three is clearly not going to be statistically significant, there were a number of key insights that can provide some useful lessons regardless.
The three people that were the subject of this ‘grueling’ analysis were James Dyson, Richard Branson and Thomas Edison. You might be wondering why the inclusion of Edison, he’s a little of out time with the other two.
The rationale was that including someone from the previous century (or two) would provide an interesting perspective as to how pervasive (over time) any insights might be.
I had hoped to see if any lessons we might learn would likely have future validity beyond the here and now.
When it comes to establishing a deliberate approach to increasing organisational diversity, creativity and performance, a neurodiverse hiring program is certainly a growing ‘go to’. The question for many organisations starting out though, is how?
In simple terms there are really 3 primary formats that any organisation can take. In this post I’ll explore each in turn along with some thoughts on pros, cons and what considerations might be relevant for your organisation.
I was having an interesting conversation recently (something I’m fortunate in doing regularly) and something rather obvious occurred to me.
It is a little surprising that this ‘epiphany’ felt as profound as it did at the time, when on reflection it seems like it’s been a clear thought in my own mind for a long time.
An area that will rise in relevance and importance for many employers is tapping into neurodiverse graduates.
It’s well documented and most people would agree - there is a war for talent. Now for sure in some industries and for some skill sets the battles are more hard fought than others.
Job seeking can be an intimidating and confusing time for anyone, but for Autistic job seekers, these feelings are often compounded.
However, with a few tweaks to your approach, you can not only lessen the stress and confusion of trying to find work but also increase your chances of being successful!
The first and typically the last hurdle that most neurodiverse job candidates face is the recruitment process. From sometimes long, repetitive and occasionally ambiguous application forms to panel interviews and assessment centres that generally only serve to highlight the challenges these candidates may have with social interactions, there are a number of stages where job candidates will stumble.
However, there are many minor adjustments that organisations can make to their processes that will allow neurodiverse candidates to demonstrate their strengths and character.
Many people who identify as being neurodiverse, which covers neurological conditions such Aspergers, Autism, ADHD and Dyslexia, are reported as being under supported at work.
Australian and international statistics also indicate that between 52% and 60% of people with a disability or neurodiverse are unemployed. This does not include the large numbers that are underemployed (employed less than 32 hours a week) where they have the capacity and desire to work more.
With the often highly valuable workplace strengths that neurodiverse people possess, this represents a significant opportunity for organisations to access a capable and willing pool of talent.