Thanks to Olga Tennison AO’s generous bequest to La Trobe University, the Olga Tennison Autism Research Centre has expanded its team, allowing us to explore new research priorities and move into service delivery. But as we grew, we recognised an important challenge:
How do we ensure our hiring practices genuinely include neurodivergent talent?
Neurodivergent people face higher unemployment rates, not because they lack skills or ability, but because traditional hiring methods often exclude them. As part of our strategic and operational planning, we are committed to removing systemic recruitment barriers.
Removing these barriers doesn’t just create a fairer process—we get the best people for the job.
In this article, we’ll explore why current popular recruitment practices in Australia disadvantage neurodivergent people and how we work to create a more accessible, equitable, and effective hiring process.
Limitations of current recruitment practices
For many neurodivergent people, getting a job isn’t just about having the right skills—it’s about overcoming barriers in the hiring process. Traditional recruitment methods, like written applications followed by face-to-face interviews, can make it harder for neurodivergent candidates to showcase their abilities.
A 2024 report using Recruitment Experiences and Outlook Survey (REOS) data found that 67% of Australian employers still rely on this conventional approach, often placing heavy importance on things like cultural fit, including personality (43%), communication skills (22%), and the strength of verbal responses (13%). Unfortunately, these factors don’t always reflect how well someone can do the job.
Key barriers identified in the research:
- Stigma and discrimination (our research)
- Pressure to mask traits
- Emphasis on social skills
- Lack of understanding
- Communication differences
Neuroinclusive recruitment
Since January 2023, we have recruited 23 research, service delivery, and administration positions. Our experience shows that neuroinclusive recruitment practices are achievable when the right foundations are in place. We also recognise—many of us from direct experience—that ableist culture is deeply ingrained in universities and in other neurotypical-centric workplaces. This understanding drives us to examine and reshape our recruitment processes to ensure they are genuinely inclusive. We don’t just talk about neuroinclusivity; we actively implement it in our workplace.
The table below lists our specific actions to remove systemic and ableist barriers, making it easier for people of all neurotypes to apply with confidence and a sense of psychological safety. These have developed over time using the latest research and feedback from staff and job seekers.
What have we learned?
Our experience shows neuroinclusive recruitment shouldn’t be a big ask. It’s been a relatively easy thing to achieve because the following key elements are already in place:
- Inclusion is a core part of how we operate—it’s embedded in our strategic plan, guiding our research, planning, and recruitment processes.
- Our supervisors, managers, and teams are committed to creating a genuinely accessible and welcoming environment for all staff.
- We recognise that universities, like many workplaces, still reflect ableist systems and practices—this is something we actively work to change.
- We regularly review and adjust our processes to remove unnecessary barriers and ensure fairness in recruitment.
- Neurodivergent people can often tell whether an organisation’s commitment to inclusion is real—we take this seriously and ensure our actions match our words.
What about staff retention?
We have a staff turnover rate of 9% (January 2023 – January 2025), far below the average Australian employee turnover rate in March 2024 of 15%.
Doug Scobie, our Centre Manager, has this to say about managing the diverse needs of our staff.
A work unit that actively supports inclusive recruitment practices is more likely to retain neurodivergent staff. However, making this model work requires a lot from our team—especially our neurodivergent staff.
The wellbeing of existing staff must be recognised and supported as recruitment processes evolve. This support includes ensuring staff aren’t overwhelmed by the demands of managing or participating in hiring.
Caring for our team is just as important as caring for those we aim to support.
Additionally, Doug states that “institutional commitment is really important. Creating inclusive recruitment processes can be achieved largely at the local level. Retention requires things that only the overall organisation can deliver.”
Examples include:
- Make resources available to support strategic plan aims in practice
- Evidence of diversity in senior roles or a commitment to diversity targets
- Evidence of commitments to change systems, processes and policies that disadvantage neurodivergent people
- Evidence of commitment to reimagining physical spaces to support the built environment needs of all staff
- Routinely checking staff wellbeing and responding to concerns.
In 2024, we expanded our staff wellbeing initiatives, including funding a panel of neurodiversity-affirming coaches and mentors to support both individual staff and supervisors.
Conclusion
Our success stems from a deep, organisation-wide commitment to inclusion, which we embed in our research, strategic planning, advocacy, daily operations, and recruitment approach, designed tocreate a workplace where neurodivergent employees feel valued and supported. Our approach serves as a model for other organisations seeking to create truly inclusive workplaces.
United Nations Sustainable Development Goals
