Do traditional job interviews lead to the right hire?
Three reasons we replace the traditional interview with a technical project
The Neurodiversity in the Workplace team consults with company partners to alter the traditional interview process, aiming to remove barriers for qualified autistic candidates. Each of our technical projects are specifically designed to align with the requirements and skills needed for the identified open positions. Teams of qualified candidates are recruited to engage in the project over multiple days and document their work process to show directly to hiring managers at the end of the event. This allows for direct skill demonstration and replaces the traditional interview for the following reasons.
1. It is more accessible for those with divergent communication styles
Traditional job interviews rely on particular social nuances and expectations in order to determine the candidate’s fit for the role and company. Questions such as “What are some of your weaknesses?” are not as straightforward as they sound, which can pose difficulties for literal thinkers and communicators. Similarly, showing excitement and interest is highly valued during the interview process. Interviewers may be looking for enthusiasm in smiles, eye contact and vocal inflection, but missing valuable indicators like asking detailed questions and showing in-depth company knowledge. As a result, interviewers are unknowingly excluding qualified candidates.
Traditional interviews also open up interviewers to biases. Instead of choosing an employee with the best technical skills, an interviewer may select the most charismatic or personable candidate. It is natural to select the candidate with whom you had the best rapport, but this approach can lead to problems later on if the employee cannot perform.
Utilizing a technical project minimizes these biases and makes for a more accessible opportunity for all candidates, especially those with divergent communication and socialization styles. It’s a chance for candidates to accurately showcase their skills, without having to navigate the ins and outs of traditional interview questions.
2. It provides more data points to hiring managers on candidates
We frequently get feedback from hiring managers that a technical project gives them a more well-rounded depiction of each candidate compared to a traditional interview. In a project format, we are able to observe candidates over a longer period of time and in a variety of settings. We witness how a candidate works in large groups, small groups, individually, and remotely.
We compile this data in a workstyle profile, which we provide to hiring managers at the end of the program. This profile provides an overview of each candidate’s technical skills, professional abilities, and their preferred working style (e.g., autonomous versus collaborative). Hiring managers appreciate the amount of data points that are provided through the technical project, and this information allows them to make a more informed hiring decision.
3. It’s a more accurate depiction of work performance and collaboration style
Not only do hiring managers get more data points from projects, but the data they get is also more reliable. The traditional interview is not always an accurate predictor of a potential employee’s work performance. We think there’s no better way to assess a candidate’s technical skills than through a project that requires them to utilize and apply these skills to a realistic scenario. Being able to describe your skills is not the same as being able to apply your skills.
Technical projects also provide insight into a candidate’s approach to collaboration. Interviewees are prepared to discuss their experiences working as part of a team and might sell themselves as team players, but these qualities are nearly impossible to judge from a traditional interview setting. In fact, portraying oneself as a strong team player is more indicative of someone having learned the “right” things to say in an interview than of someone’s collaboration skills. In a technical project, hiring managers can see how a candidate communicates with a team, divides up responsibilities, handles stress, and provides and receives feedback.
Technical projects are opening up opportunities for neurodivergent candidates across the country, and they are helping companies find and retain talented employees. Many candidates in our programs have interviewed multiple times through mainstream hiring practices at our partner companies without any success. And yet, these same candidates are hired when given the opportunity to showcase their skills through a technical project. Accessibility will only be aDochieved if we continue to innovate and question whether the traditional way is the best way.
We have compiled the following resources to help you learn more about the complicated social dynamics our country is experiencing. There are additional resources if you would like to support the cause or if you need help coping with race-based stress and trauma. Please know that we are here to support, to listen, and to learn. If you need anything, reach out to us at email@example.com.
If You Want to Learn More
The Case for Reparations (Ta-Nehisi Coates)
The New Jim Crow: Mass Incarceration in the Age of Colorblindness (Michelle Alexander)
So You Want to Talk About Race (Ijeoma Oluo)
The Double Standard of the American Riot (Kellie Carter Jackson)
Bryan Stevenson on the Frustration Behind the George Floyd Protests (Isaac Chotiner)
Systemic Racism Explained (on YouTube)
The 13th (Ava DuVernay; on YouTube and Netflix)
When They See Us (Ava DuVernay; on Netflix)
If Beale Street Could Talk (Barry Jenkins, based on a novel by James Baldwin; on Hulu)
A Decade of Watching Black People Die (NPR’s Code Switch)
From Tulsa to Minneapolis: Why History Repeats Itself (The Breakdown with Shaun King)
Keep the Fight (Pod Save the People)
Why Is It So Hard to Hold Police Accountable? (ACLU’s At Liberty)
Rachel Cargle (Academic, Writer, and Lecturer)
If You Want to Support
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Dedicate your time and talents to the cause. Canvas for a political campaign, donate first aid supplies to protesters, or assist with research into instances of police brutality.
If You Need Help Coping
How to Cope with Race-Based Trauma (Jor-El Caraballo)
Racial Trauma Toolkit (Institute for the Study and Promotion of Race and Culture)
Proactively Coping with Racism (Ryan DeLapp & Monnica Williams)
Neurodiversity as the Final Piece
to a Successful Workplace
By Michael A. Giongo
“I took the one less traveled by, And that has made all the difference.”
– The Road Not Taken, Robert Frost
As someone diagnosed with autism at a young age, I have frequently taken the road “less traveled by” when it comes to grasping the nuances of social interactions, planning for long-term objectives, and processing concepts with multiple or multi-step components.
It was an admittedly arduous journey at times, especially in my pre-college days – I can still recall the waves of confusion from not understanding how to behave or respond in certain social situations, the instruction in classrooms and professional environments commanding such attention to detail on my part to the near-extent of seeming like a cacophony threatening to overwhelm my senses.
However, my path has ultimately been one of great reward, most recently exemplified by my experience at SAP, first as an intern of the Center of Expertise (CoE) at SAP through the Autism at Work program and now in a full-time role as a Process Management Specialist. Here, I have been introduced to many inspiring individuals on the autism spectrum who have grown into some of the most distinguished paragons of excellence in their respective positions, as well as a compassionate and enthusiastic community of Autism at Work mentors and colleagues.
I credit SAP, Autism at Work, and my colleagues for providing me with multiple forums to hone my ability as a communicator and overall soft skills, for embracing my interests and attention to detail and allowing me to grow into a role of both personal passion and professional relevance during my internship, and above all, for investing in me beyond the qualifications on my resume and finding professional value in traits of people on the autism spectrum that are unfortunately too often overlooked by other employers. Collectively, they are the golden standard of neurodiversity and professionalism, and I deeply hope that I will have a professional opportunity in the near-future that enables me to continue to establish myself as a member of such a remarkable community and company. As a tribute to them, I am here to share insight from my SAP experience into why neurodiversity should be embraced by all workplaces.
1) Words as Clear as Day – More Streamlined Workplace Communication
“Help me… help you.” – Tom Cruise as Jerry Maguire
When delivering a message, regardless of the means of communication – spoken word, email, text – you must present your words decisively and with intention. Coherence and comprehension is just as essential to social and professional interactions as it is to a well-crafted novel, and I would consider this ability to deliver a concise message the single greatest strength of individuals on the autism spectrum.
Because of our attention to detail and aptitude for logical reasoning, we are able to interpret the delivery of any message as a process that requires input and generates a specific output. Like a culinary recipe, a solidly-crafted message has specific components that must be added in precise quantities to create a satisfying whole, and our processing of steps in an A-to-Z fashion allows us to firmly determine these necessary inputs and deliver a message free of potential misconceptions.
Indeed, I have witnessed this to be a crucial component of the professional success of many of my colleagues on the autism spectrum at SAP. Direct communication is a chief indicator of honesty, and it has been vital in building trust between employees and their superiors. Additionally, clarity from employees breeds clarity from managers and vice versa, resulting in a genuine process-oriented approach to daily, weekly, and long-term objectives where the timelines for and resources needed to accomplish each task necessary for the satisfaction of an objective are definitively understood.
This establishes a collaborative culture where both superiors and their subordinates know how to ask for what they need to succeed in their respective positions, as well as a business that more efficiently manages its intellectual capital.
2) Investment in Others – Business Processes Strengthened, One Relationship at a Time
“No one cares how much you know, until they know how much you care.” – Theodore Roosevelt
You often feel as if you are fighting the sands of time – such is the world we live in, one often rooted in routines, business obligations, and personal commitments with little time for recreation. We feel so relentlessly driven to satisfy objectives and quell our day-to-day worries that we easily overlook the key to our success and satisfaction: other people.
A fundamental truth of both business and life is that regardless of whatever intentions we may have, people are people and want to be treated as such – they want to be validated, loved, acknowledged, and included. The less you try to “do business” with individuals and the more you convey loyalty to and empathy towards them, the more inclined others will be to work with you.
I find most individuals on the autism spectrum to be deeply beholden to this core tenet of human interaction. Because of the challenges we face, we are infinitely grateful for the successful personal connections we formulate, and this blossoms into a deep intrinsic appreciation for not only the people with whom we develop relationships, but also the qualities with which they enrich the personal bonds that we have with them. This is where the power of SAP’s approach to neurodiversity and the mentoring of the Autism of Work team lies – their emphasis on social trainings, combined with their recognition of the natural empathy and loyalty of many workers on the autism spectrum, develops employees who become expert at formulating bonds with colleagues and customers.
Committing to employees with high personal character and facilitating their social growth with clients and coworkers yields a united and harmonious workplace free of discord and objectives muddled by personal agendas, as well as higher customer and worker retention.
Build a lasting bond with a simple handshake.
3) Understanding the Process of Success – Goal-Setting as the Genesis of Business and Worker Efficiency
“A goal properly set is halfway reached.” – Zig Ziglar
Human nature, in essence, is a paradox: everybody wants to achieve, but very few genuinely comprehend what is needed to harvest success because they fail to clearly define what constitutes it. Attempting to attain what you desire without a firm understanding of the “what” is movement without purpose. It culminates in wasted spiritual and physical energy, time, and in business, precious financial resources and intellectual capital.
Goal setting is the only way to solidify benchmarks and measure success, both professionally and personally. Due to the natural capacity for logical analysis among most neurodiverse individuals, the definition of daily objectives and what constitutes their attainment personally, financially, and materially is often a seamless process for us. With the guidance of superiors who understand how to communicate long-term timelines in simple terms and frame them in a daily sense, as well as organize their employees into explicit roles, the ability to define to precise objectives becomes an indisputable asset. The skill of processing the “big picture” can evolve as an area of increasing comfort for us with each project and meeting, as well.
SAP is a prime example of this dynamic, as they are comprised of managers who are excellent organizers of people and can effectively deliver a message appropriate to both the situation and the individuals with whom they are interacting, and this aids employees in maintaining a high level of organization on a micro level while understanding the vitality of their tasks at a macro level.
Goal setting acts as the fuel not only for a precise, financially efficient company with a seamless process, but also for a workplace bound by unyielding thirst for exhilarating and honest achievement – the standards of the individual become the standards of the team, and
ultimately the standards of the company.
Inspiration is the compass that guides innovation.
4) Diversity of Skill and Perspective – Encouraging Professional and Personal Innovation
“Design is not just what it looks like and feels like. Design is how it works.” – Steve Jobs
Arguably the most critical aspect of software design is “look and feel” – “look” pertains to the visual appearance of a website or application, which is exemplified by features such as font, color palette, and organization of text, whereas “feel” refers to the behavior of the dynamic features of the site or application, including buttons and menus, and the emotions that these provoke in the user. In this technology and social media-dominated day of age, “look and feel” is as invaluable as ever to the establishment of a company’s brand.
This is also applicable to the daily operations of the company, especially when describing the balance between hard and soft skills that is necessary to maintain a functional business. Hard skills serve as the foundation for the services the company offers to its clients and comprise the identity, or “look”, of the company.
However, the means for providing these services is as valuable to the operations of the company as the services themselves. This is where soft skills are of significance – employing individuals with vibrant interpersonal skills formulates a powerful “feel” for the company and enables the company to better connect to customers, understand their needs, and consequently provide more thorough and expedient satisfaction of clients.
By integrating individuals on the autism spectrum in the workplace with individuals for whom soft skills may come more naturally, a mutualistic workplace environment where evolving business processes benefit from the specializations of employees and colleagues directly contribute to the enhancement of each other’s soft and hard skills through both mentoring and collaboration on professional objectives is born.
“The biggest emotion in creation is the bridge to optimism.” – Brian May
Human beings are not meant to stay in stasis, but rather “blaze trails” – we are all driven by the quest to find meaning in the self and our experiences, as well as a universal thirst for creative rebirth, and this comes to fruition through the consistent generation and recalibration of benchmarks among both individuals and groups. This dynamic is readily obvious professionally, with companies propelled by the need to regularly update their services and products to satisfy ever-fluctuating customer trends, and employees consistently seeking to lend talents to endeavors where they can kindle their powers of creation and enhance their professional and personal self-worth.
And it is why neurodiversity is essential to the evolution of any business – it is both a financially responsible and morally righteous business practice if the process for training workers is solidly organized and spearheaded by individuals of impeccable character. Neurodiversity enables a company to become “state-of-the-art” both spiritually and economically through the amplification of productivity and community outreach, as well as the championing of diversity and unity, and it enables people on the autism spectrum to be a driving force behind daily business and hiring processes.
I am eternally grateful for the experience that SAP has provided me, as it has instilled in me enhanced social confidence in my professional and personal dealings and led me to fully realize how rich of an impact I and other individuals on the autism spectrum can have intellectually and emotionally on not only a global business, but also other people.
It is my hope and dream that others on the autism spectrum can experience these same rewards and that neurodiversity evolves from “market inefficiency” to the “norm” in corporate America.
About the Author
Michael was born in Phoenixville, PA. He is an alumnus of Ursinus College, where he graduated with a Bachelor’s Degree in math and physics, and is now employed at SAP as a Sales Operations Process Management Specialist. Here, he applies his analytical skills to produce data analysis to help guide the difficult, but necessary financial and sales decisions made at an executive level by SAP. In my spare time, he works with his father, providing business and technology insights that have helped to shape the vision and direction of his ever-evolving physician-focused financial education business.
Michael is a member of SAP’s Autism at Work program and active in his community. He has had the honor of sharing his story on various panels, from the PA Disability Employment Summit to the Philadelphia Eagles Autism Challenge and SAP Select at SAPPHIRE NOW.
In addition to his civic pursuits, Michael maintains a strong passion for exercise, reading, and his beloved Philadelphia Eagles. He currently resides in the Greater Philadelphia Area.
All rights reserved. This material/or content may not be reproduced or distributed, in whole or in part, without the prior written permission of the author, Michael A. Giongo.