Every employer wants to "hire the best person for the job."
Yet so many end up missing them, not because the talent isn't there, but because the process itself filters it out.
Bias hides in the details: the job advert that praises "fast-paced multitaskers," the interview that rewards confident small talk, the culture that measures loyalty by how late people stay. None of it means harm. But for neurodivergent people, it quietly builds walls.
Scene 1 – The Interview That Measured the Wrong Thing
Ben was a brilliant data analyst. Numbers soothed him; people less so. During interviews he froze, speaking in clipped sentences while his mind raced with the right answers he couldn't form aloud.
His CV was gold. His delivery? Less polished.
The panel thanked him politely and moved on. They later hired someone "with better energy." Six months in, that hire struggled with the role's detail load, the very strength Ben possessed.
When I trained the same team later, they admitted they'd equated confidence with competence. A small shift, providing interview questions in advance and focusing on task examples, changed everything for future candidates.
Lesson: recruitment isn't a talent test; it's an environment test.
Scene 2 – The Job Advert That Deterred Everyone It Needed
A small marketing agency wanted a creative copywriter. The ad read:
"We're looking for a lively team player who thrives under pressure in a fast-paced, social environment."
They received plenty of applicants, all identical in energy and background. Not one mentioned neurodivergence until the ad was rewritten months later.
We replaced "lively" with "collaborative," dropped "fast-paced" entirely, and added a line inviting candidates who prefer quiet, focused work. The next hire, a dyslexic writer with exceptional storytelling instincts, reshaped their brand voice.
Lesson: language signals who belongs before you ever meet them.
Scene 3 – The Employee Who Burned Out Trying to Fit In
Maya had ADHD. She was the spark in her small engineering firm, ideas everywhere, energy contagious. But long hours, constant change and no time for reflection tipped that energy into exhaustion.
By the time I was called in, she'd lost confidence, and her manager was frustrated. "She starts brilliantly," he said, "but then it all unravels."
Together we built rhythm: clear priorities, regular check-ins, no-meeting Fridays. Within weeks, her performance and her calm returned.
Lesson: burnout isn't a lack of resilience; it's a lack of design.
Did You Know?
• Around 30 % of neurodivergent employees report masking their traits daily.
• The average UK recruitment process still relies on face-to-face interviews 80 % of the time.
• Replacing a single employee costs an SME an average of £12,000 in lost time and recruitment fees.
Why Small Businesses Struggle Most
Smaller employers rarely have HR departments or training budgets. Hiring decisions often sit with the founder, who may be neurodivergent themselves.
The intent is good: "I just want someone who fits our culture."
The outcome can be narrow: culture becomes code for sameness.
And because small teams run lean, when someone struggles there's little slack. Support turns reactive. Burnout spreads quietly.
Yet small businesses also have the advantage: agility. They can adapt fast without layers of approval. One conversation can rewrite a process overnight.
Where Bias Hides (& How to Find It)
- In the language. Avoid personality shorthand: driven, bubbly, resilient. Instead, describe outcomes.
- In the process. Offer written questions, quiet interview spaces, or remote options. Let people demonstrate skill, not charm.
- In assumptions. Stop equating lateness or camera-off meetings with apathy. Start asking what's behind them.
- In feedback. Replace "not a good fit" with "what support might unlock their strengths?"
For Business Owners Without an HR Team
If you're running the show alone, start small:
- Use structured interview notes – same questions, same scoring. Consistency cuts bias.
- Give candidates information early: timings, who'll attend, and the format.
- After hiring, hold a setup conversation instead of waiting for problems: "How do you work best? Anything you'd like me to know about communication, environment, or support?"
- Keep watch for your own limits. If you have ADHD or dyslexia, block focused time, automate admin, delegate detail where possible. A healthy system supports you too.
Inclusion doesn't require a department. It requires intention.
The Wellbeing Thread
Bias and burnout are twins. Both come from environments that ask people to bend until they break.
When workplaces honour difference, slower pacing, clarity, permission to rest — everyone's mental health improves. Less friction. Less pretending. More energy left for the actual work.
Test Yourself
- When did you last review a job description for bias?
- Do your interviews favour talkers over thinkers?
- Could your team spot the early signs of burnout — in themselves and in you?
Every honest "no" is an invitation to design something better.
Looking Ahead
Inclusion isn't about lowering the bar. It's about removing the trip hazards that stop people reaching it.
And when those hazards go, something beautiful happens: recruitment stops feeling like a gamble and starts feeling like discovery.
Next week, we'll explore "Everyday Adjustments That Work (and Why They Matter)" — the small, practical shifts that make a workplace feel safe, calm and human.
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All Photos created in Canva
About the Author: Samantha Newton
