New legislation is pushing workforce inclusion into a measurable, reportable space. Frameworks like the Corporate Sustainability Reporting Directive (CSRD) in Europe, alongside growing alignment in the UK, now expect large organisations to evidence how they approach workforce disability, reasonable adjustments and inclusive hiring. These expectations sit at board level, with direct links to reporting, governance and organisational performance.
Around 1 in 5 people in the UK are neurodivergent, yet 80% are unemployed or underemployed, while most hiring decisions are still based on CVs that are only a 20–30% predictor of success. Many hiring systems were built to assess experience and presentation, rather than how someone thinks, solves problems or performs in a role.
For employers, hiring processes are now under greater scrutiny. Organisations are expected to demonstrate that their approach is fair, consistent and capable of identifying talent across a broader range of cognitive and behavioural profiles. When certain groups are filtered out early, that becomes visible through both data and reporting.
The response requires a shift in how talent is identified and assessed, focusing on signals that reflect real capability rather than familiarity.
Audit your hiring funnel to understand where candidates drop out
Review job adverts and remove vague or exclusionary language
Introduce structured, evidence-based assessment methods
Create clear and safe ways for candidates to disclose needs
Ensure reasonable adjustments are applied consistently
Track hiring outcomes and workforce data with intent
Train hiring managers to recognise bias and assess capability
Align TA and leadership on what good hiring looks like
For more detail:
European Commission (CSRD overview) – https://commission.europa.eu
Financial Reporting Council (UK reporting guidance) – https://www.frc.org.uk
CIPD (Neurodiversity at work) – https://www.cipd.org/uk/