EMPLOYERS should follow the lead of technology giants such as Microsoft and SAP in realising the potential of hiring neurodivergent staff.

Estimates suggest that between 15% and 20% of the UK population is neurodivergent. Yet traditional workplaces are designed for what HR specialist Rachel Collar describes as a ”narrow definition of ‘normal’”.

Hirers are missing out on a significant talent pool as a result, she added. 

Many organisations talk about inclusion but often lack the policies, awareness and flexibility to back it up. Outdated recruitment processes, rigid workplace norms and unconscious bias can create barriers from the very start.

“Too often, job specs are packed with unnecessary criteria or rely on face-to-face interviews that disadvantage neurodivergent candidates,” said Rachel, founder and managing director at HR consultancy Haus of HR in Towcester. 

“This is not about giving special treatment; it is about levelling the playing field.”

Neurodivergent employees can bring particular strengths to teams, such as creative problem-solving, pattern recognition, innovation and focus.

Rachel believes local businesses can take the lead too by making simple, meaningful changes:

ν Avoid ambiguous language in job descriptions. Offer alternative interview formats. Give candidates time to prepare and process.

ν Think flexible workspaces, noise-cancelling headphones, quiet areas or remote options. What works for one brain does not work for all.

ν Equip leaders with the awareness and confidence to support neurodiverse team members. Psychological safety starts at the top.

ν The best way to understand someone’s needs is to ask. Create a culture where employees feel safe to disclose and discuss how they work best.

“Inclusion does not stop at hiring,” said Rachel. “It is about how we lead, communicate and design our systems day to day. 

“Neurodiversity is not a challenge to accommodate. It is a strength to unlock.”

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