Can Executive Search Help with Diversity and Inclusion, including neurodiverse hiring?

In 2025 Diversity and inclusion (D&I) have become central priorities for organisations aiming to build more innovative, resilient and socially responsible leadership teams. While many companies have made strides in diversifying their wider workforces, representation at the executive level frequently remains limited. At the same time, growing awareness of neurodiversity—the natural variation in how people think, learn and process information—is prompting a broader understanding of what truly inclusive leadership should entail.

This leads to a key question: Can executive search meaningfully support diversity and inclusion, including the hiring of neurodiverse leaders?

At ARCselect we believe the answer to be a firm “Yes!”

Below we explore how executive search can contribute to diversity in its broadest sense, with particular attention to neurodiverse hiring, and set out best practice approaches for driving sustainable and measurable change.

Expanding the Talent Pool Beyond Traditional Norms

Traditional recruitment practices often favour candidates who fit established norms—those with conventional career paths, familiar sector experience or polished communication styles. While these benchmarks may feel reassuring, they can inadvertently exclude individuals from underrepresented or non-traditional backgrounds, including those who are neurodivergent.

At ARCselect we seek to challenge the traditional, narrow definitions of ‘fit’ and rethink what effective leadership looks like with the aim to help our clients access a more diverse and capable range of candidates.

Broadening search criteria is a vital first step. Rather than focusing solely on rigid sector-specific experience, progressive search consultants consider transferable skills, lived experience, and potential. This approach uncovers talent that may have been overlooked simply because it doesn’t conform to a predefined executive profile.

Another important lever is crafting inclusive briefs. We strive to work closely with clients to ensure job descriptions and person specifications are free from biased or exclusionary language. Removing unnecessary qualifications, jargon and overly prescriptive requirements can make roles more accessible to a broader pool of applicants, including those from diverse socio-economic backgrounds or with atypical career journeys.

By widening the talent lens in these ways, we can help clients discover high-potential leaders who bring fresh perspectives—and who may not have been visible through traditional hiring filters.

Mitigating Bias and Supporting Underrepresented Candidates

Unconscious bias continues to be a significant barrier in recruitment, particularly at the executive level where subjective judgments and informal networks can heavily influence decision-making. For candidates from underrepresented groups—including those who are neurodivergent—these barriers can be even more pronounced. At ARCselect we work tirelessly to ensure fair, consistent evaluation throughout the hiring process.

One of the most effective ways to achieve this is through structured, bias-aware recruitment processes. By standardising interview formats, assessment criteria and feedback mechanisms, we help ensure that all candidates are assessed on a level playing field. This is especially important for neurodivergent applicants, who may demonstrate their strengths in different ways or benefit from alternative communication methods.

Beyond process design, tailored candidate support is another key differentiator. We provide practical, individualised guidance to help candidates navigate the often opaque and high-pressure executive recruitment process. This may include offering interview preparation tailored to different communication styles or working with clients to make reasonable adjustments—such as allowing additional time, offering questions in advance or providing a choice of interview formats.

Such support not only helps diverse candidates perform at their best but also signals to them that the organisation values inclusion and is willing to adapt.

Neurodiversity in Executive Hiring

Neurodiversity recognises the natural variation in human cognition, encompassing conditions such as autism, ADHD, dyslexia, dyspraxia, and others. While historically underrepresented in leadership, neurodivergent individuals often possess exceptional abilities—such as creative thinking, pattern recognition, deep focus and analytical skills—that are highly valuable at executive level.

Yet, traditional recruitment methods are often ill-suited to identifying and supporting neurodivergent talent. We advocate for more inclusive approaches that not only accommodate but actively embrace neurodivergent strengths.

One of the most impactful interventions is redesigning recruitment processes. This might involve replacing standard competency interviews with alternative assessments, allowing candidates to showcase their skills in formats better aligned with their strengths—such as case studies, written submissions or practical exercises. Flexibility in interview scheduling and setting can also make a significant difference in reducing stress and enabling more authentic engagement.

The Strategic Business Case for Inclusive Executive Hiring

The moral imperative for diversity and inclusion is well-established—but the business case is equally compelling. A growing body of research demonstrates that organisations with diverse leadership teams consistently outperform their less diverse peers. These teams are more innovative, make better decisions and are more adept at navigating complexity and change.

This extends to neurodiversity, where the unique strengths of neurodivergent individuals—such as lateral thinking, problem-solving and heightened attention to detail can drive significant value, particularly in roles requiring creativity or analytical rigour.

For executive teams, diversity brings a broader range of perspectives and cognitive styles to strategic decision-making. It helps challenge groupthink, spark innovation and better reflect the increasingly diverse markets and communities that organisations serve.

Best Practice Hiring Recommendations

1. Set clear diversity targets and measure progress

Establishing diversity objectives for executive placements helps to focus efforts. Tracking outcomes over time enables continuous improvement and greater transparency.

2. Partner with specialist networks and organisations

Collaborating with professional associations, advocacy groups and networks representing diverse and neurodivergent talent can help broaden candidate pools and improve access to underrepresented groups.

3. Train all stakeholders in inclusive recruitment

Providing training on unconscious bias, inclusive language and neurodiversity awareness ensures that all stakeholders are equipped to engage with a wide range of candidates fairly and respectfully.

4. Ensure reasonable adjustments are available throughout the process

From flexible interview formats to extended time for assessments, offering accommodations as standard practice can significantly improve the experience for neurodivergent applicants and often benefits all candidates.

We believe by challenging traditional definitions of leadership, redesigning recruitment processes to reduce bias and providing tailored support to candidates and clients alike, we can help bring about meaningful change. At ARCselect we are committed to helping to open doors for talent that might otherwise go unrecognised.

Neurodivergent leaders, alongside others from underrepresented backgrounds, bring fresh ideas, distinctive skills and new ways of thinking that can help organisations adapt, innovate and thrive in an increasingly complex world.

To find out more about how we can assist you in your inclusive hiring journey, call our executive search team today on 0207 046 7006.