Whilst we believe that Equity Diversity and Inclusion (EDI) commitments should be embedded into workplace culture all year round, we felt the 16 June is a good time to share our blog on inclusive recruitment as it’s Neurodiversity Pride Day!
Awareness days offer a prompt to discuss key issues publicly, be part of the broader discussion, and learn from one and other. This event celebrates the strengths, perspectives and innovation that neurodivergent (ND) people bring to our workplaces and communities. It is also a timely reminder that inclusion is about building environments where people can contribute at their best.
Deloitte estimates that 1 in 5 adults are ND. Its research goes on to state a number of potential benefits of embedding neuroinclusion into workplace culture, policies and practices, including improving productivity by up to 30%. This reinforces what many organisations are already discovering in practice: when we make space for different ways of thinking, communicating and working, everyone benefits.
Smith Goodfellow is a specialist PR, marketing and design consultancy in the construction industry, and we know that fresh thinking, creativity and different perspectives are essential to the work we do. That is why we continue to champion inclusive recruitment practices that help remove unnecessary barriers and give candidates a fair opportunity to demonstrate their skills, knowledge and potential.
What inclusive recruitment looks like in practice
Inclusive recruitment begins long before interview day. It starts with the signals an employer sends in its job adverts, application process and communication. We know that positive signs include:
- clear salary information
- specific working hours and location details
- structured responsibilities
- plain language, and
- proactive statements welcoming ND applicants and requests for reasonable adjustments.
We aim to reflect these principles in our own approach because recruitment should feel fair, transparent and supportive rather than vague or performative.
Our recruitment practices are designed to reduce bias and help candidates perform at their best. Applications are assessed against the requirements of the role using CVs and covering letters, helping us focus on relevant skills and experience. We also work hard to create an interview experience that is calm, structured and respectful. In-person interviews are usually held in a quiet, clutter-free environment, with the number of interviewers kept low to avoid overwhelm. Questions are designed to be clear and direct, focusing on concrete scenarios rather than abstract assumptions, and candidates are given time to think and respond. Where possible, we encourage examples of previous work so people can demonstrate their ability in ways that feel meaningful and practical.
In addition, reasonable adjustments are an important part of this approach. Inclusive employers do not wait for candidates to struggle before thinking about support; they create space for conversations about what might help from the outset. Adjustments can include receiving interview questions in advance (which we introduced in early 2025 to reduce anxiety and to help candidates prepare), having extra time to process verbal questions, accessing a quieter or virtual interview setting, or being provided with clearer written instructions. These kinds of changes do not give anyone an unfair advantage, they help create an equal opportunity to show what they can do.
Inclusive recruitment is also about what happens next
For us, inclusive recruitment is closely connected to the wider experience of work. A fair process matters, but it must be backed up by a workplace culture that supports people once they join the team. That includes flexible working practices, clear expectations, a focus on outputs over presenteeism, training and wellbeing support, and policies that reflect a genuinely people-first culture. New starters receive a welcome pack before their first day, are introduced to the business and team structure, and are matched with a mentor who can support them through their early weeks. Regular check-ins provide space for questions, feedback and any adjustments that may help someone settle into their role.
This matters because ND people should not just be accommodated, they should be welcomed, valued and celebrated. When organisations normalise different communication styles, working patterns and support needs, they create the conditions for people to contribute with confidence. That benefits individuals, strengthens teams and helps businesses access a broader range of talent, insight and innovation.
Celebrating Neurodiversity Pride Day with action
Neurodiversity Pride Day is a celebration, but it is also a call to action. If we want more inclusive industries and more innovative workplaces, we need recruitment processes that are clear, flexible and fair. By embedding inclusive practices into how we advertise roles, communicate with candidates, conduct interviews and support new starters, employers can help ensure more people have the opportunity to thrive.
Earlier this month, our Director of Business Development, Jen, participated in a webinar for autistic students from The University of Chester. She shared an employer’s perspective on navigating the recruitment process and requesting reasonable adjustments. We’ve created a resource based on her talking points to support anyone entering the workforce or looking to change roles to request adjustments with confidence and find a workplace where they can thrive! If you think this would be helpful, either for you or someone you know, you can download our ‘Inclusive Recruitment Student Resource’.
Do you want to learn more about being a good employer? Read ‘A company people want to work for’ in our Good Employer journey blog.
Kelly Oldham has been part of the Smith Goodfellow team since 2014. In January 2026, she was promoted to Operations Manager. You can follow her on LinkedIn or discuss any of the content in these blogs with us on our social channels: Instagram, LinkedIn, Facebook, and Threads.
