INTEGRATING NEURODIVERSITY INTO MODERN RECRUITMENT PRACTICES

Abstract

Neurodiversity represents a spectrum of natural cognitive variations, including autism, ADHD, and dyslexia, which remain systematically underrepresented in traditional employment contexts. This paper develops a comprehensive framework for neuro-inclusive recruitment, integrating ethical, organizational, and strategic perspectives. It critiques conventional hiring processes, highlighting biases inherent in interviews, social signaling norms, and standardized assessments that privilege neurotypical traits. Drawing on Person–Environment Fit theory, the study emphasizes misalignment between organizational systems and neurodivergent capabilities, rather than individual deficits, as a primary barrier to inclusion. The proposed Integrated Neuro-Inclusive Recruitment Model (INIRM) advocates alternative assessment methods, environmental adjustments, and neuro-inclusive leadership training to optimize capability recognition and reduce bias. Ethical, business, and governance implications are explored, demonstrating that neuro-inclusive recruitment enhances innovation, employee engagement, retention, and employer branding while mitigating legal and reputational risks. Managerial guidelines provide actionable strategies for embedding inclusion into recruitment architecture, leadership practices, and technology-mediated assessment systems. This research contributes to theory and practice by positioning neurodiversity as a strategic asset and ethical imperative, offering a roadmap for organizations to institutionalize inclusion while sustaining competitive advantage.