Recruitment And Retention8 min read21 August 2026

Who does your recruitment process make room for?

Research offers questions to explore alongside a person’s own experience.

A timed assessment, an unclear interview question or a noisy waiting room can each ask more of a candidate than the role itself. Research on overlapping neurodevelopmental traits gives us another reason to look at the person and the demands of the process together.

What is going on

The Reward Circuit Runs On More Receptors

Autistic brains show more of a specific dopamine receptor, in the regions that also burn more energy.

Researchers at the University of Southern Denmark found a higher density of a specific dopamine receptor in autistic brains, concentrated in regions with higher energy demand. Motivation and reward processing run on that circuitry, which means what looks like inconsistent drive is a difference in the machinery rather than in the willingness.

→Match work to the pattern where you can. Interest driven focus is a capability to deploy rather than a preference to manage around.

Autism Splits Into At Least Two Wiring Patterns

Brain scans show that autism was never one thing under the microscope.

Cross species functional connectivity analyses published in Nature Neuroscience identified distinct autism subtypes with different underlying connectivity patterns. One diagnostic label has been covering more than one brain, which explains why two autistic employees can need opposite things from the same environment.

→Stop treating the diagnosis as the specification. Ask the individual what the barrier is, because the label does not narrow it down as much as your template assumes.

Co-occurring ADHD Has Been Hiding Autism For Years

Where ADHD is diagnosed first, autism has been identified well over a year later in some children.

Digital phenotyping work published in Scientific Reports used a tablet and a camera to capture autism associated behaviours in children with and without co-occurring ADHD, closing a gap that had delayed recognition substantially. The clinical point generalises: where one label is already present, the second one goes unlooked for.

→Where an employee already has one diagnosis, do not assume the file is complete. Adjust on what they describe rather than on what the label predicts.

One Shared Dimension Runs Under All Of It

Attention differences, social differences and learning delays keep appearing together, for shared underlying reasons.

Work from Queen Mary University of London published in Molecular Psychiatry describes a neurodevelopmental spectrum: rather than a set of separate conditions, a shared underlying dimension that the separate diagnostic boxes have each been drawing from.

→Build the offer around barriers rather than around diagnoses. It reaches the self identified and the undiagnosed, who are a large share of the people affected.

The Cost Shows Up In Who Is Working

A 2026 UK study measured what unsupported neurodivergence costs. Among other things, it costs jobs.

A UK study of working age adults looked at likely ADHD and autism alongside NEET status, being out of employment, education or training, and found a clear association. Read alongside the government’s own review of autism employment, the picture is of a labour market losing capable people at the point where support is absent rather than where ability runs out.

→This is the number to take into a finance meeting. The traits were not the barrier, which means the barrier is in your process and process is the part you control.

What this could mean in practice

What to do about it

Support the barrier now, and let the diagnosis catch up later.

Assessment waiting times in the UK are long and entirely outside your control, so any process that requires a diagnostic report before anything changes has outsourced its timeline to the NHS. The research points somewhere more practical: shared underlying dimensions, subtypes within a single label, and second diagnoses that go unlooked for all say the same thing. The label predicts far less than the individual account does. Act on what the person describes.

"We can act on the barrier now, and the paperwork can catch up in its own time"

Adjust on described barriers rather than on diagnostic evidence, and you reach the self identified and the people still waiting.

Review your screening stages specifically. Timed tests and presentation based interviews filter on the traits rather than on the job.

Most people have combinations rather than one clean label, so an offer organised by condition will miss the majority of them.

Choose one stage of recruitment and ask what it measures. Does the job require that skill in that form?

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