The origin of the interview stretches back to the 1890s, a time when “testing” potential employees was seen as a rational and measurable way to assess talent. But today’s workplace, shaped by shifting generational values and deeper insights into neurodiversity, demands that we ask a very different question:
Are we still interviewing candidates, or are they interviewing us?
'"It’s not about lowering the bar — it’s about redesigning the entrance so more talent can reach it."'
At our recent AGM, keynote speaker Georgia Kyriakopoulos — International Expert on Neurodiversity and Inclusive Cultures — invited the audience to take a hard look at our most familiar hiring tool: the interview.
With over 25 years of experience advising companies on creating more inclusive environments, Georgia emphasized the need for a mindset shift. “The traditional interview format no longer serves the workforce we have — and certainly not the one we want to build.”
But, before we talk look at interviews, let’s discuss what being neurodivergent means.
We’re all different…
The understanding of human psychology and the physiology of the brain has never been greater. This has allowed for the development of the idea of what an average, or neurotypical, person experiences and how they react to stimuli. Creating a simple, if loose, baseline for human behaviour.
But, as with any average, neurotypical is a thin line which most people will fall outside of to some extent or another. Whether a dislike of large crowds, or sensitivity to external stimuli, these differences present and express themselves differently for everyone.
When people fall outside the norm of neurotypical, we call them neurodivergent. Whilst some terms, such as ADHD, Autism, are common stereotypes which are associated with neurodivergence, they are far from the only ones. Having an above average intelligence, above average skills in problem solving, or strong pattern recognition also indicate a brain that’s operating in a non-standard way.
So, at its core, neurodivergent simply means a brain that works differently. Not broken. Not wrong. Not better. Not a superpower. Just different.
From Test to Trust
Too often, the modern interview is still rooted in outdated assumptions: that the candidate must “prove themselves” in a short, high-pressure conversation with strangers. But let’s be honest — how many jobs actually require performing under those conditions?
When you factor in what we now know about neurodiversity — that people experience, process, and communicate information differently — the problem becomes clearer. We’re not levelling the playing field; we’re building an obstacle course.
But this isn’t about creating special accommodations for a few people. It’s about designing a better process for everyone.
Why does it matter?
If you’re looking for the best person for the job, there’s a good chance you’re missing them. By putting people in a situation which isn’t relevant or representative to the position you’re looking to fill, all you find out is how they perform in interviews.
For example, if they suffer from social anxiety, don’t handle pressure well, struggle with having strangers question them or any of a number of other challenges, they’re doomed before they even arrive.
If you’re looking to get the best person for the job, why are you setting them up to fail before you’ve even met?
The Interview Reimagined
What if we stopped treating interviews like auditions? Instead, we could see them as mutual conversations — or even invitations. What if the process was less about pressure and more about presence?
Here’s how companies can make it more inclusive for all candidates:
- Start with a “tea & talk”: A low-stakes, informal conversation over coffee or tea that builds connection before diving into formalities.
- Offer interview formats up front: Give candidates the option to choose from multiple formats — whether written answers, video responses, or one-on-one chats.
- Send interview questions in advance: This simple shift levels the field for those who process information differently, and it shows respect for the candidate’s time and preparation.
- Humanize the process: Include bios and photos of the interviewers in the invite, along with a description of the space — or even a video tour.
- Rethink the environment: Choose quiet, accessible, and non-intimidating spaces. Avoid long, noisy hallways or overly formal boardrooms.
Not Just Inclusive, but Smarter
The goal isn’t to make special rules for neurodivergent people. It’s to acknowledge that everyone brings something different — and equally valuable — to the table. And when we hold onto rigid systems, we risk filtering out exactly the kind of talent we’re looking for.
As Georgia put it, “It’s not about lowering the bar — it’s about redesigning the entrance so more talent can reach it.”
If your organisation is serious about finding the best people, perhaps it’s time to invite them in differently.
Want to learn more about inclusive recruitment and the future of work? Reach out to Georgia Kyriakopoulos for keynotes, workshops, and leadership guidance that reshapes how you see talent — and how talent sees you.
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