Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum

Abstract

Recruiting neurodiverse talent has increasingly featured on the organizational diversity agenda, yet recruitment practices geared toward locating and attracting neurodivergent candidates remain understudied. While research and practice have shown that employee referral is one of the channels through which a significant part of new talent is recruited, little is known about employees' willingness to refer qualified social contacts who are neurodivergent. We address this limitation by investigating employees' willingness to refer highly qualified candidates on the autism spectrum and some conditions under which they are more or less likely to refer such candidates. We explore these aspects in a study of working individuals, using a mixed‐method approach. The quantitative analysis shows that disclosure of an autism condition to potential referrers might pose some advantage, in that it increases the likelihood of being referred, but this advantage accrues only to male candidates. Furthermore, cues that hint at the social dimension of the “ideal worker,” commonly used in job recruitment materials, are the strongest deterrent for referrers. The qualitative analysis of the reasons behind decisions to refer sheds light on some mechanisms that might explain these findings.