Hiring Talented Individuals, Not Just Good Interviewees
Written on
Chapter 1: The Flaws in Traditional Interview Processes
In each organization, the interview process varies based on the specific roles and the nature of the work. Yet, if you examine various interview evaluation forms, a commonality stands out: they tend to focus on interpersonal and communication skills that often rely on superficial, neurotypical behaviors.
For instance, a section on interview forms might look something like this:
Unless the candidate's role involves direct customer interaction, many of these assessed traits are irrelevant. The ability to exhibit enthusiasm, engagement, and confidence during a one-hour interview provides minimal insight into how they will interact with clients, colleagues, or supervisors, and does little to predict their actual job performance.
What I've Learned
With over 12 years of experience as a successful business owner, I've hired and trained many employees. Interestingly, despite recruiting part-time workers for entry-level roles, a majority of them have remained with the company long-term—a notable achievement.
So, how did I accomplish this? My interview approach didn't hinge on criteria like eye contact or confidence. In fact, a nervous candidate might indicate genuine interest in the position, revealing their anxiety rather than a lack of capability.
Before stepping into entrepreneurship, I was proficient at interviews. If I secured an interview, I was likely to receive a job offer. This success stemmed from my ability to adeptly mask my nerves and understand precisely what interviewers seek.
I could smile, engage in conversation, maintain eye contact, and exude confidence. While I may have felt enthusiastic about the position, the external display was what truly mattered—something that diverges from inner feelings.
It's important to note that many neurodivergent individuals' outward expressions, mannerisms, and nonverbal cues often do not align with their internal thoughts and emotions. This discrepancy does not preclude them from being exceptional employees.
I thrived during training and probationary periods, with colleagues and supervisors often remarking on how swiftly I adapted. My eagerness to learn and tackle new challenges drives me. Admittedly, I am both a perfectionist and insecure, pushing me to prove my worth through excellence.
When the Honeymoon Phase Ends
When someone excels in a new role, it's often referred to as the "honeymoon period." While many can sustain this facade temporarily, their true challenges will eventually surface.
For most individuals, this isn't a significant issue. They've already demonstrated their competence, and colleagues and supervisors typically show understanding toward minor errors, as we are all human.
However, for neurodivergent individuals like myself, this can be a more pressing concern. Once the novelty fades and my imperfections become apparent, my drive decreases, and my enthusiasm may dwindle. If the job environment isn't accommodating or supportive of neurodivergent needs, my performance is likely to suffer.
Furthermore, maintaining the persona cultivated during the interview and training phases becomes increasingly difficult. I can present a customer service demeanor for a limited time, but sustaining that indefinitely is challenging, especially for neurodivergent individuals.
Neurotypical Standards Are Detrimental to Business
The traits and behaviors emphasized in interviews typically align with neurotypical expectations of an ideal employee. Qualities like a warm smile, engaged body language, and consistent eye contact are relatively easy for most to maintain. However, for neurodivergent individuals, this facade can lead to extreme fatigue and, ultimately, burnout.
Employers should take note: requiring employees to uphold such an act daily can diminish productivity and job satisfaction. The energy expended to appear happy and productive, irrespective of genuine feelings, diverts focus from actual job responsibilities.
Relying on interview performance as a measure of candidate capability squanders valuable time that should be dedicated to assessing the skills necessary for job success.
Moreover, imposing neurotypical norms is ableist and can result in the exclusion of highly qualified candidates who may be disabled, neurodivergent, or simply less adept at interviewing.
These expectations begin early in life, as children are trained to "sit nicely" and demonstrate "listening" through their behavior. Youngsters are often required to remain still (or sit "properly"—no fidgeting), with feet on the ground, eyes forward, and hands placed appropriately.
Such controls dictate what constitutes "proper sitting" and "showing listening," rooted in neurotypical social standards that marginalize over 20% of the population, which includes individuals with disabilities or neurodivergent traits.
Estimates suggest that 15–20% of the population is neurodivergent (including conditions like Autism, ADHD, and learning disabilities), and at least 22% of Canadians live with a disability. Those with disabilities face significantly lower employment rates compared to their non-disabled counterparts.
Focus on What Truly Matters
I've received job offers that I later declined after discovering aspects of the role or company that weren't appealing. If your interview process compels candidates to mask their true selves to "pass" the interview, you risk overlooking stronger candidates.
This may lead to hiring individuals who initially perform well but quickly lose momentum. When employers create an environment that encourages candidates to be open about their accommodation needs, employees are less distracted and better supported to excel.
Do you really want to hire someone skilled at interviews, or do you seek an employee who will excel in the role? Often, these two objectives are not synonymous.
To enhance the inclusivity of your interview and selection process, consider the following recommendations:
- Provide candidates with interview questions in advance.
- Regularly inquire about their accommodation needs.
- Use clear and straightforward language.
- Concentrate on the candidates' experiences, qualifications, and skill sets.
- Avoid judging behaviors like fidgeting or lack of eye contact, which can help candidates focus and perform better during the interview.
© Jillian Enright, Neurodiversity MB
References
Walker, N. (2021). Neuroqueer Heresies: Notes on the neurodiversity paradigm, Autistic empowerment, and postnormal possibilities. Autonomous Press.
Chapter 2: The Importance of Skill-Based Hiring
In this video titled "Skill-based hiring to replace behavioral interviews?", the discussion revolves around the advantages of focusing on skill sets rather than traditional interview techniques, emphasizing the need for a shift in hiring practices.
Chapter 3: Understanding the Current Job Market
The second video, "Why super qualified people aren't getting job interviews right now…," highlights the barriers faced by highly qualified individuals in securing interviews, revealing systemic issues within hiring processes.