The Problem with “Fit”: How Hiring Bias Excludes Neurodivergent Professionals
Bridgette Hamstead
Hiring processes are supposed to be about identifying the best candidate for a job based on skills, experience, and potential. However, in many workplaces, hiring decisions are influenced just as much, if not more, by an undefined and subjective factor: cultural fit. Employers often prioritize candidates who “fit in” with their existing team, company values, and workplace culture. While this might seem like a reasonable approach to building a cohesive work environment, in practice, it often serves as a mechanism for reinforcing exclusionary practices. When hiring managers use cultural fit as a deciding factor, they often unconsciously filter out candidates who think, communicate, or work differently. For neurodivergent professionals, who may not conform to conventional social norms or workplace expectations, this bias can be a major barrier to employment and career advancement.
The idea of cultural fit is rarely clearly defined, yet it is frequently used as a reason for rejecting candidates. Many employers say they are looking for someone who will “mesh well with the team” or “bring the right energy to the office.” These phrases sound neutral, but they often mean that hiring managers are looking for someone who is socially fluent, naturally outgoing, or able to engage in workplace interactions in a way that feels familiar and comfortable to neurotypical employees.If a candidate struggles with small talk, does not maintain expected eye contact, or communicates in a way that is perceived as too direct, they may be seen as a poor fit even if they are highly qualified for the role. An autistic candidate who answers interview questions in a literal or concise manner rather than engaging in conversational back-and-forth may come across as uninterested or lacking enthusiasm, even if they are deeply passionate about the work. A candidate with ADHD who speaks quickly, interrupts unintentionally, or goes off on tangents when explaining their experience might be perceived as unfocused or unprofessional, despite having exceptional problem-solving skills. A candidate who needs additional processing time before responding may be unfairly judged as hesitant or lacking confidence. Someone who stims during the interview—such as fidgeting with a pen, rocking slightly, or avoiding direct eye contact—might be misinterpreted as nervous or disengaged rather than self-regulating in a way that helps them focus. A person with auditory processing differences who asks for clarification or for a question to be repeated might be seen as inattentive, when in reality they are ensuring they fully understand what is being asked. In each of these cases, hiring bias favors neurotypical communication styles, filtering out highly capable candidates who simply do not present in the expected way.
For autistic and ADHD job seekers, these biases can make the interview process particularly challenging. Many hiring practices are structured around neurotypical social expectations. Interviews often prioritize verbal communication skills, quick thinking, and the ability to establish rapport with the interviewer in a short amount of time. These are not indicators of job performance, yet they are treated as essential qualities for being hired. Autistic candidates may process information differently, needing more time to formulate responses, or they may struggle with vague, open-ended questions that do not have a clear structure. ADHD candidates might excel in creative problem-solving but struggle with recalling specific examples on the spot. If an employer is making hiring decisions based on cultural fit rather than the ability to do the job, these neurodivergent candidates are often eliminated from consideration before they even have the chance to prove themselves.
Even when neurodivergent professionals do get hired, cultural fit continues to play a role in career advancement. Workplace social norms often dictate who is seen as leadership material and who is considered an integral part of the team. Employees who engage in after-work socializing, participate actively in meetings, and contribute to office banter are often viewed as stronger team players, regardless of their actual contributions. Neurodivergent employees who struggle with social fatigue, prefer written communication, or find office environments overwhelming may be unfairly perceived as disengaged or lacking enthusiasm. This perception can limit opportunities for promotions, leadership roles, and professional development.
Another issue with cultural fit is that it allows unconscious biases to persist under the guise of maintaining a positive work environment. Hiring managers may not even realize they are discriminating against neurodivergent candidates because they are not explicitly rejecting them based on disability. Instead, they frame it as a matter of chemistry, personality, or team cohesion. Because cultural fit is subjective, it provides a convenient way to justify rejecting candidates who do not conform to traditional workplace expectations. This makes it difficult to challenge hiring discrimination, as there is no clear standard for what fit actually means.
The emphasis on fit also contributes to a lack of diversity in workplaces. Neurodivergent professionals bring valuable skills such as deep focus, unique problem-solving abilities, and innovative thinking. However, if hiring managers are only selecting candidates who think and behave in a familiar way, companies end up with a workforce that lacks neurodivergent perspectives. This has real consequences, not only for neurodivergent job seekers but for workplaces as a whole. Without cognitive diversity, businesses miss out on new ideas, fresh approaches, and the ability to adapt to different ways of thinking.
The issue is not just about hiring practices but also about the broader culture of workplaces. If a company truly values diversity, it must go beyond surface-level commitments and examine whether its definition of professionalism, communication, and teamwork is inherently exclusionary. Employers need to recognize that a strong team is not built by finding people who all operate in the same way but by embracing different strengths and perspectives. This requires rethinking hiring criteria, ensuring that assessments focus on actual job performance rather than social compatibility.
Workplaces should also invest in more structured and accessible hiring processes. Providing interview questions in advance, allowing candidates to respond in writing where possible, and focusing on skills-based assessments rather than vague personality evaluations can help remove barriers for neurodivergent professionals. Clear job descriptions that outline expectations without relying on unnecessary social competencies can make a difference in who applies for and succeeds in the hiring process.
Beyond hiring, companies should actively work to create environments where neurodivergent employees feel valued and included. This means fostering a culture where different communication styles are respected, where flexibility is encouraged, and where success is measured by the quality of work rather than how well someone fits into an arbitrary social mold. Neurodivergent employees should not have to mask their natural behaviors or conform to neurotypical expectations in order to be seen as capable and competent.
The concept of cultural fit has been used for too long as a way to maintain workplace homogeneity at the expense of true inclusion. It is time to challenge the assumption that a candidate’s ability to seamlessly blend into existing norms is more important than their skills, knowledge, and potential. Neurodivergent professionals deserve workplaces that recognize their value without forcing them to conform to expectations that were never designed with them in mind. Hiring decisions should be about what a candidate can contribute, not about how comfortable they make a hiring manager feel. If workplaces truly want to be inclusive, they need to move beyond fit and start focusing on fairness, accessibility, and the diverse strengths that neurodivergent professionals bring to the table.