Traditional hiring processes & neurodivergent job seekers: Insights from an employment coach

The job search and neurodiversity

Neurodivergent people make up an estimated 15–20% of the global population (Doyle, 2020), yet around 85–90% report being unemployed or underemployed (Krzeminska et al., 2019). Studies show that 30% of applicants say their applications were dismissed after they disclosed, and 51% feel they can’t disclose at all because of stigma (Zurich UK, 2024). These numbers aren’t about individual capability; they point to a deeper issue of how recruitment is designed. This is because traditional recruitment leans heavily on social performance, fast processing, and nonverbal cues, all of which can disadvantage autistic, ADHD, dyslexic and other neurodivergent applicants (Pearn Kandola, 2024).

Hidden barriers in traditional interviews

Most interviews are designed around neurotypical communication. They rely on impression management, such as reading nonverbal cues and managing unpredictable questions under pressure (Norris et al., 2024). For many neurodivergent candidates, the communication demands of traditional interviews don’t play to their strengths. These challenges show up in practical ways, such as:

1. Difficulty with the subtle non verbal ‘back and forth’ expected in interviews,
2. Impression management and spontaneity can mean you’re easily misread,
3. Unclear or surprise questions can be mentally exhausting (Hartman & Hartman, 2024),
4. Limited processing time in most interview formats (Scott et al., 2017).

That is why 50% of neurodivergent adults report discrimination due to the traditional interview structure (Maras et al., 2021).

Unfriendly application processes

Long, repetitive application forms can be inaccessible for ADHD, dyslexic or dyspraxic applicants.  Hidden criteria, vague questions, and timed assessments add further strain, with many candidates reporting that recruitment systems feel designed to filter them out rather than understand their strengths. There are also environmental challenges that create barriers (Baldwin et al., 2014; Hedley et al., 2018).

Sensory and environmental challenges

There are many sensory challenges that can hinder the interview process, whether in person or online, such as bright lights, noise, unpredictable environments, or online platforms. These factors can influence performance in ways that have nothing to do with job competence. And when the process already feels overwhelming, the emotional impact can be even heavier.

The emotional cost: anxiety, low mood, and rejection sensitivity

Rejection Sensitivity Dysphoria (RSD) is common among ADHD and autistic individuals and can make the job search more emotionally intense. Perceived rejection can trigger shame, anxiety, and avoidance of the job search altogether (Sandland, 2025).

This plays out in:

• fear of applying,
• avoiding interviews,
• overpreparing to the point of burnout,
• feeling responsible for every setback,
• difficulty asking for help or clarification.

Workplace wellbeing initiatives rarely address RSD, despite its impact on confidence and career progression.

Disclosure and masking

Many neurodivergent people choose not to disclose their diagnosis during recruitment. 50% reported not disclosing because of stigma or fear of being judged (CIPD, 2024). Masking, the effort to hide or suppress natural traits, has been linked to burnout, anxiety, and depression (Kalmanovich-Cohen & Stanton, 2025). But this isn’t the end of the story because when workplaces shift toward strengths‑based approaches, the experience can look different.

Strengths based approaches change outcomes

In practice, I have found this approach promising. Research exploring strengths based coaching and supportive line management for neurodivergent employees is showing encouraging results.

Examples of a strength based model in action:

• Identifying natural strengths example exploring how focus, creativity, pattern recognition, and special knowledge can support confidence and progression within the job role (Doyle & McDowall, 2023).
• Coaching for self awareness and progression, example supporting an individual to articulate what helps them to thrive at work and what drains (Blaney & Hannell, 2025).
• Adapting the environment, not the person, example applying an adjustment allowing for autonomy, a company has core hours of 9 – 5 but can adapt to some days working from home.
• Goal setting, example taking some time to plan workload with a line manager or practising communication.

CIPD 2024 reported that supportive managers are one of the strongest predictors of positive outcomes for ND employees, this is encouraging and there’s more good news for job seekers.

Some good news for neurodivergent job seekers

A neuroinclusive, strengths based approach is one example to work alongside an employee.

Examples are:

• map their unique strengths to the right roles,
• identify environments for them to thrive,
• allowing a place to offload the emotional strain of the job search,
• asking for reasonable adjustments without fear or shame.

The goal is not to “fit the mould” but to find workplaces where neurodivergent strengths are recognised and valued.