Kindness, Quirks & Capability: Rethinking Neurodiversity in Hiring 

Let’s start with a stat that should make every HR manager sit up straighter: around 15–20% of the global population is neurodivergent. That’s not a niche — that’s a whole lot of untapped brilliance. Yet traditional hiring practices still favour the smooth-talking, CV-polished, handshake-perfect candidate. And in doing so, we risk missing out on some of the most focused, creative, loyal, and detail-oriented minds out there. 

Researchers Dana L. Ott and Miriam Moeller are leading the charge in this space. They co-authored the Autism Employment Playbook, a resource that challenges outdated recruitment norms and offers practical, inclusive strategies for employers. Their work digs deeper into how businesses and organisations can do better — by recognising neurodiversity as an invisible inequality and making inclusion more than a buzzword. Even small accommodations — like offering alternative interview formats or quiet workspaces — can make a massive difference. And when neurodivergent employees thrive, productivity follows. (SAP saved $40 million thanks to a neurodivergent team member’s technical fix. Just saying.) 

EASI NZ was fortunate to attend a recent HRNZ workshop where the Playbook was presented. It was a powerful reminder that 80% of autistic people in Aotearoa want to work, but only 22% are employed. That’s not a talent gap — that’s a systems gap. 

As we continue to advance into 2025, one trend stands out prominently: the conversation around generational differences in the workplace is shifting. Instead of focusing on age or background, the emphasis must be on hiring the right candidate based on their skills, values, qualifications, and experience.

While skills can be taught, trained, or learned, instilling values and achieving cultural fit is considerably more challenging.