The world of work is changing. Fast. Technology is rewriting the rules, industries are shifting, and yet, the biggest driver in the workforce of the future isn’t a gadget or an algorithm. It’s uniquely human thinking— and specifically, unique thinking of neurodivergent people. Dyslexia, ADHD, autism, and more—in the right environment, these are not just differences. In many cases, these unique ways of thinking are valuable skill sets. And organizations that understand this will be tomorrow’s winners.
A Billion Brains, Brimming with Potential
Globally, over a billion people would be considered neurodivergent. Yet, workplaces remain stuck in old-school hiring modes that box out this talent. Why? Because recruitment is still built for one kind of brain: linear and predictable.
But guess what? The world isn’t linear. Innovation isn’t predictable. Hiring for linear thinking puts companies at a disadvantage.
Here is how Mike Smith, CEO of Randstad Enterprise, frames the problem – and the solution.
“We unintentionally create a lack of equity by forcing everyone through the same recruitment process. We need to be braver about challenging and changing that.”
What does bravery look like? A radical rethink of how we hire, develop, and release the power of neurodivergent minds.
Think Different (For Real This Time)
Neurodivergent thinkers are wired differently. That’s the whole point. Different is creative.
Take dyslexia, for example. According to Kate Griggs, the founder and CEO of the global charity Made By Dyslexia, the same non-linear thinking traits often seen as challenges translate into complex problem-solving, pattern recognition, creativity—precisely the skills companies are clamoring for. Smith agrees – there’s an incredible overlap between dyslexic thinking skills and the skills most in demand today. And our hiring needs to reflect this, supporting the inclusion of neurodivergent talent.
If you’re building for the future, you don’t want a team that colors inside the lines. You want one that redraws the map.
The Outdated Hiring Trap: One-Size-Fits-None
Here’s the problem: most hiring systems are designed to weed people out, not pull talent in. Timed tests. Automated screening. Rigid interviews. As I discuss in detail in my book, The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work, neurodivergent candidates often get filtered out long before they’ve had the chance to show what they can do.
Imagine being dyslexic and forced into a written, time-pressured chatbot assessment. Or being autistic and expected to perform in a busy group interview. Oh, and by the way, this is an engineering position. Are those “assessments” measuring relevant skills? Or are they tools that serve to exclude talent?
To be talent-rich, organizations would do well to stop asking candidates to fit the outdated system. Instead, let the system flex to fit the talent.
Neurodivergent talent does not want charity. We want opportunities to use our talents. That means rethinking how we evaluate potential.
Instead of forcing everyone through the same hoops, why not let candidates choose the process that best showcases their skills? A portfolio of work? Very relevant. A hands-on work sample? That is one of the most valid hiring tools.
Smith frames hiring for the neuroinclusive future as allowing individuals to design the process that lets them demonstrate the skills they have to do the job. With this brave approach, we can level the playing field and let talent shine.
It’s an idea with revolutionary implications. Instead of picking from the same tired pool, you open the door to a billion fresh perspectives. That’s creativity no algorithm can replicate.
The Future Belongs to the Bold
The biggest mistake a company can make is underestimating human potential—especially the kind that doesn’t look like everyone else’s. Neurodivergent talent is already here, ready to rewrite the rules. The question is whether organizations are brave enough to get out of their own way.
Hire smarter. Include better. Think braver.
Because the future of work isn’t about doing more with less. It’s about doing more with everyone.