Hiring Dyslexic Thinking Talent

In this course, you’ll find out why the skills the world needs are changing and how dyslexics have the very skills workplaces need – but many recruitment processes inadvertently filter them out.

You’ll hear from Mike Smith, Chief Executive of Randstad Enterprise, on why every organisation should ask “How can we ensure our hiring processes are flexible enough to allow dyslexics to showcase their strengths?”.

   Welcome to DyslexicU, the University of Dyslexic Thinking

Timing: 5 minutes

Watch this video in which Kate Griggs welcomes you to DyslexicU, the University of Dyslexic Thinking, a new school of thought where you can learn the intelligence the world needs now.

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KATE GRIGGS

Welcome to DyslexicU, the University of Dyslexic Thinking, a new school of thought where you can learn the intelligence the world needs now.

For decades, Dyslexic Thinking has been responsible for some of our greatest inventions, brands, art and even icons. From the iPhone to Virgin, DreamWorks to Muhammad Ali. Yet this kind of thinking has rarely been taught, measured or treasured by traditional education systems or workplaces.

But now as we enter the 5th Industrial Revolution, a world powered by human intelligence and machines, the demand for this creative, innovative and adaptable thinking has never been greater. Just as previous industrial revolutions, fuelled by steam power or electricity or computers and digital connectivity, transformed our world, modern day artificial intelligence is revolutionising the type of thinking that is critical for success today.

Because AI has learned to aggregate and recall knowledge faster and better than humans, making the skills that AI cannot easily replicate like problem solving, innovation, lateral thinking and interpersonal skills, the most sought after skills in every job, in every sector worldwide. And these skills are inherent to one particular group of people... dyslexics.

Now is the time for dyslexics to learn more about their Dyslexic Thinking skills and to shout about them. And it’s time for non-dyslexics to learn more about Dyslexic Thinking skills and develop them. Because these are the skills needed to thrive in this new AI-powered world. DyslexicU is here to help everyone to do just that.

In this course, I explain how to hire Dyslexic Thinking talent and why it will move your business forward. Every company can attract and empower Dyslexic Thinkers by making simple adjustments to their recruitment processes.

This course has been developed in partnership with Randstad Enterprise, the world's largest recruitment organisation. And throughout the course, I'll be joined by Matt Higgs, their VP of Global Partnerships, to give his own specialist insights. You'll also hear from organisations who are trailblazing in this area.

And alongside film content, you will find lots of links to useful resources to help you further your learning and discovery on hiring Dyslexic Thinking talent. Let's jump straight in and hear from the chief executive of Randstad Enterprise, Mike Smith on why every organization should be hiring Dyslexic Thinking talent.

MIKE SMITH

Welcome to this Dyslexic U course on hiring Dyslexic Thinking talent at Randstad Enterprise. We're lucky to have an incredibly large talent intelligence team who every day get up and analyze a great deal of talent data and generate unique insights for our customers and partners. Being the largest staffing company in the world it's a very robust and statistically significant data set that we have the pleasure of analyzing and what we've seen from this data set is some very interesting trends of late.

And one one thing has become abundantly clear, the skills the world needs continue to change at a rapid pace, whether that's engineering or marketing or AI or computing. The most commonly needed skills are creative thinking, complex problem solving, adaptability and resilience and above all communication. And interpersonal skills now. Interestingly, one group has all of these skills in abundance – dyslexics.

Yet despite the critical need for these skills that dyslexics possess, many recruitment processes unintentionally disadvantage them, filtering out the very innovative creative dyslexic thinkers we actually need. Organizations, as a result of this, should be asking themselves how can we ensure our hiring processes are flexible enough to allow dyslexics to showcase their signature strengths during that process.

And I promise you that when you do, you'll find the potential return in terms of increased attraction of the skills that you need in your organization will be significant. I hope this course will help equip you with the easy actionable insights to be able to do just that.

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If you complete all the elements of this course's learning (content and knowledge check), a digital badge will be sent to you via the email address you used to enrol on the course (usually within 36 hours).

You can add the badge to your LinkedIn profile as well as sharing it on other social media accounts.

Let's move on to learn more about what Dyslexic Thinking is.

Dyslexic brains process information differently. Our neural pathways are different from someone who is not dyslexic meaning… we literally think differently. This gives us a pattern of valuable strengths, which are called Dyslexic Thinking skills.

This course will help you to understand what Dyslexic Thinking is and why it’s now seen as the world’s most sought-after skill.

   What exactly is Dyslexic Thinking?

Timing: 2 minutes

In this video, Kate describes how dyslexic brains process information differently.

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KATE GRIGGS

So what exactly is Dyslexic Thinking? Dyslexic brains process information differently. Our neural pathways are different from someone who is not dyslexic, meaning we literally think differently. This gives us a pattern of valuable strengths, which are called Dyslexic Thinking skills. The dictionary definition of Dyslexic Thinking is: 'An approach to problem-solving, assessing information, and learning, often used by people with dyslexia, that involves pattern recognition, spatial reasoning, latering thinking, and interpersonal skills.'

In 2022, LinkedIn, the world's largest career platform, added Dyslexic Thinking as an official skill, recognising that this type of thinking was becoming vital in the changing world of work. The 2024 Intelligence 5.0 report found that as a result of AI, the type of intelligence the world needs has changed. Creativity, communication, adaptability, complex problem solving are the skills that research tells us are vital to every job in every sector, across the world. They are the skills all humans need to thrive alongside AI and they are all Dyslexic Thinking skills.

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Next, we'll explore the six Dyslexic Thinking skills.

There are six Dyslexic Thinking skills. Most dyslexics are a combination of a few of these, rarely all!

   Dyslexic Thinking skills

Timing: 3 minutes

Watch this video in which Kate describes each of these skills.

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KATE GRIGGS

There are six Dyslexic Thinking skills and most dyslexics are a combination of these, rarely all. Let me talk you through them.

The first Dyslexic Thinking skill is Visualising. Interacting with space, senses, physical ideas and new concepts. Dyslexic Thinkers who are good at visualising may be able to visualise complex user journeys, or see project plans come together in their mind. We may excel at product development, visualising how parts fit together and can see challenges from multiple angles, or see and sense business opportunities and how they come together.

Second, we have Imagining. Creating an original piece of work or giving ideas a new spin. Dyslexic thinkers who excel at imagining drive innovation. We see what could be, not what is. We come up with new ideas and approaches that no one else has thought of because we see the world differently, and this helps drive business forward.

Next, we have Communicating. Crafting and conveying clear and engaging messages. These kinds of dyslexic thinkers are great at simplifying concepts, building narratives, or selling a vision that helps to galvanise the rest of the organisation to make it happen. We are great at taking lengthy, complex information and simplifying it into short, easy to understand formats.

Next, Reasoning. Understanding patterns, evaluating possibilities and making decisions. Reasoners make connections across complex issues, subjects and data which others don't see. We use our intuition, think around problems, connecting the dots of insight. Brilliant big-picture thinkers, we cut through the noise, rise above a problem or situation to get a helicopter, big-picture view, rather than getting stuck in the detail.

Another Dyslexic Thinking skill is Connecting. Understanding self, connecting, empathising and influencing others. Dyslexic thinkers excel in empathising, negotiating and expressing themselves orally. We are also highly self-aware with high levels of emotional intelligence. These skills help make us great leaders who can build, support and empower teams, people and organisations.

The sixth and final Dyslexic Thinking skill is Exploring. Being curious and exploring ideas in a constant and energetic way. Dyslexic thinkers have endless curiosity for finding out new things, learning new skills and finding different ways to do things. We don't like the status quo. We have boundless energy and passion for digging into things and exploring subjects so the most is learned, and inspiring others to do this too.

Now you have a big-picture understanding of Dyslexic Thinking, let’s do a deeper dive into why it makes great entrepreneurs.

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Here is a summary of the six skills you learnt about in the video.

Now you have a big picture understanding of Dyslexic Thinking, let’s do a deeper dive into how to attract Dyslexic Thinkers and filter them IN to the recruitment process, rather than filter them OUT – as is often the case.

Despite having the skills needed in every job, across every sector, worldwide, the recruitment process that many organisations use often filters out the dyslexic minds they need.

However, by evaluating and evolving your recruitment process, you can take simple steps to attract, empower and retain this talent – which will help move your business forward.

   Hiring Dyslexic Thinking talent

Timing: 2 minutes

Watch this video in which Kate sets out why organisations should hire Dyslexic Thinking talent today.

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KATE GRIGGS

Creativity, analytical problem-solving, adaptability, interpersonal skills. From the World Economic Forum to the world's largest recruitment company, all the research agrees – the skills humans need in the workplace have changed.

AI is predicted to take over 42% to 65% of work-based tasks. But the skills AI cannot replace are the skills humans must develop, and one group already has them in abundance – dyslexic thinkers.

But despite having the skills needed in every job, across every sector worldwide, the recruitment process many organisations use often filter out the dyslexic minds they need. Research shows that 96% of dyslexics believe the recruitment processes put dyslexics at a disadvantage. 79% believe the process does not give them the opportunity to demonstrate their true abilities.

However, the good news is, by evaluating and evolving your recruitment process, you can take simple steps to attract, empower, and retain this talent, which will help move your business forward. In this course, I share the six steps to help you do this.

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Let's move on to explore the six steps to hiring Dyslexic Thinking talent.

This short course sets out the six steps to hiring Dyslexic Thinking talent.

Setting out the big picture – before the course dives in and explores them, one by one, so you too can learn to evaluate and evolve your recruitment process.

   Steps to evaluate when hiring Dyslexic Thinking talent

Timing: 1 minute

Watch this video in which Kate explains the steps to evaluate when hiring Dyslexic Thinking talent.

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KATE GRIGGS

Here are the six steps to evaluate when hiring dyslexic thinking talent. One, attraction – attracting the diverse minds you need. Two, application – offering different ways to apply. Three, screening – filtering in dyslexic talent, not filtering them out.

Four, interviewing – allowing dyslexic thinkers to show their best selves. Five, assessing and testing – taking a skills-first approach to assessment. And finally, six, decision-making and onboarding – setting dyslexic thinkers up to thrive. I'll take you through them one by one so you, too, can learn to evaluate and evolve your recruitment process.

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Let's look at the first step.

When it comes to attraction, do Dyslexic Thinkers feel your organisation understands and values Dyslexic Thinking? And is a place that empowers Dyslexic Thinkers to thrive?

If not, this course lets you know the simple changes you can make, which make a world of difference to the Dyslexic Thinkers you want to attract.

   Attracting Dyslexic Thinking talent to your organisation

Timing: 9 minutes

Watch this video in which Kate and Matt show you how to attract Dyslexic Thinkers to your organisation.

And hear from organisations like Virgin and GCHQ who are doing it well.

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KATE GRIGGS

The first step to evaluate when hiring dyslexic thinking talent is attraction. What steps are you taking to attract dyslexic thinking talent to your organisation? And what barriers are there in place that are easy to remove? Attraction starts with how your organisation defines dyslexia, and as a result, whether dyslexic thinkers feel your organisation is a place that values and empowers dyslexic thinkers to thrive.

Many progressive organisations have now recategorized dyslexia as a skill or talent, rather than a disadvantage or a disability. They have evolved their employer brand, making it clear that they are actively recruiting dyslexic thinkers and welcome those who think differently. Jenny Lay-Flurrie, Chief Accessibility Officer at Microsoft, says, "Dyslexia is a skill, it's a strength, it's a talent pool. So come as you are and do what you love."

Positioning your organisation in this way helps attract dyslexic thinkers and reassure them that this is an organisation who understands their different and valuable way of thinking. The next step in attracting dyslexic thinkers is to evolve your job ads and job descriptions, to make it clear that you value the skills dyslexics bring, rather than the qualifications or previous job roles needed to get the job.

One organisation that is committed to this approach is the Virgin Group. Built on the ability to think differently, their job ads include a note stating that they see individual uniqueness as a strength and encourage candidates to share their differences with pride. Here's Nikki Humphrey, Chief People Officer at Virgin Group, to explain more.

NIKKI HUMPHREY

In all of our job adverts at Virgin Group and Virgin Red, we have a specific clause that points to the work that we've done with Made By Dyslexia, and in particular, our recognition of the skill of dyslexic thinking. We feel that is absolutely critical to point to the huge value of people showing and sharing their uniqueness and their own personal skills that they have, which could include dyslexic thinking.

And we believe this adds huge value because it also encourages our candidates to start with being more open around maybe some of their differences and how we can make sure that we go and accommodate that throughout the recruitment process. And I think it really encourages greater diversity with people that come through our recruitment processes.

We also have been trialling using a really innovative recruitment tool called Vizzy, which is an alternative to CVs. So this gives our candidates the opportunity to really profile their experience, maybe the projects they've done, what interests them. So it really takes us away from that more traditional look back at your career and your experience and instead looks at an individual in a more holistic way.

It gives them the opportunity to share their psychometric profile, their work style preferences, all in a way that I think, presents a more whole person, rather than a more limited view. And we're really excited that we're starting to see some brilliant candidates that come through because it's a great way for them to really bring out their differences and their uniqueness that they can offer us.

And finally, we also use an AI tool for all of our job adverts. So this is to make sure that our language is really neutral. It's jargon-free. It's an easy way to understand what we're asking from the role itself and what the organisation is looking for. And this really helps open up and encourage everybody to apply and understand the role that we have.

KATE GRIGGS

Amazing insight from Virgin. Lastly, aim to make job ads and job descriptions accessible to all in different formats, with clear language and no jargon. Here's Matt Higgs, VP of Global Partnerships at Randstad Enterprise, to explain more.

MATT HIGGS

When it comes to attraction, it's important to evolve your employer brand to make it clear that your organisation understands and values dyslexic thinking. Fortunately, it's easy to do. First, train all of your HR and talent teams with Made By Dyslexia's free training on LinkedIn Learning so everyone understands how to empower dyslexic thinking at work. Then, display your Employee Dyslexia badge on your website and all your recruitment material to show you value and empower dyslexic thinking.

Next, it's time to evolve your job ads and job descriptions. Make sure these clearly state that you actively recruit dyslexic thinkers and that your organisation has inclusive policies in place to empower dyslexic thinking at work. Keep job ads and job descriptions short and clear. Define the job's goals, tasks, and required skills, aligning them to your company's culture, mission, and values. Offer simple adjustments like text readers or video options. Though small, these changes make the world of difference to dyslexic thinkers you want to attract.

A great example of an organisation that's leading the way in attracting dyslexic thinkers is GCHQ, the UK's cybersecurity intelligence agency. Let's have a look at a GCHQ job ad. They show a clear commitment to diverse ways of thinking on their website and in job ads. Simple, clear language sets out what each job requires.

They make it clear that they value applications from a diverse range of candidates. Instead of specifying qualifications, they set out the skills that are important to them, skills dyslexics are likely to index highly in, like analytical skills, people skills, and collaboration. It's no wonder that GCHQ's apprentice scheme has four times the number of dyslexic thinkers than any other apprentice scheme. Here's GCHQ to explain more about their approach.

GCHQ REPRESENTATIVE

At GCHQ, diversity and inclusion are central to our ability to do our job. And that's always been the case since our inception in 1919. We know we need a really rich mix of minds, different backgrounds, different perspectives, and different ways of thinking, if we're ever to solve the complex problems and challenges that we tackle and to counter the various threats that we're working against. And that absolutely means recognising the importance of dyslexic thinking. So our recruitment approach has evolved and continues to evolve because we're not yet perfect, to make sure that we are not relying necessarily on traditional skills.

We've reviewed all of our adverts alongside our occupational psychologists in house to make sure that we're using simple, accessible language and that we're avoiding jargon, which can easily creep in, particularly in a complex technical organisation like ours. And in every advert, we state up front our really clear commitment to bringing in the most diverse workforce we can, encouraging applications from a range of different backgrounds, different experiences, and in particular, different ways of thinking.

KATE GRIGGS

So when it comes to attracting dyslexic thinking talent, here are three key takeaways. One, evolve your employer brand and actively promote your organisation's commitment to dyslexic thinking through public-facing materials, like your website and job ads. Two, ensure your job ads include messaging about a culture that empowers dyslexic thinking. Three, design job ads to focus on skills and potential, rather than rigid qualification requirements, unless the role absolutely demands it.

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Next, we'll look at the second step.

Lots of organisations focus on efficiency when it comes to the application process, investing in technology platforms which field applications and track candidates through the process.

However, these one-size-fits-all platforms can pose barriers to those who think differently and have the skills that workplaces need.

This course will show you how to adapt your approach to applications.

   Evolving your application process

Timing: 8 minutes

Watch this video in which Kate and Matt show you how to evolve the application process to attract Dyslexic Thinkers to your organisation.

And hear from organisations like Randstad who are doing it well.

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KATE GRIGGS

The second step to evaluate when hiring dyslexic thinking talent is application.

Bamboozled by lengthy application forms? Screened out for simple spelling errors, even though you have the skills for the job? Expected to fit into a process that makes you feel like a square peg in a round hole?

This is all too often, the experience dyslexics have when applying for a job. So it's no wonder that 96% of them say the recruitment process puts them at a disadvantage.

When it comes to applications, let's explore why and what you can do about it.

The first actionable point is keep it simple. Lots of organisations focus on efficiency when it comes to the application process. Investing in technology platforms, which field applications and track candidates through the process.

However, these one-size-fits-all platforms can pose barriers to those who think differently and have the skills the workplace needs. Aim to keep your application form simple, with less text and fewer steps.

Secondly, provide assistive technology as standard, like text-to-speech readers and spell check. Next, don't just ask for written submissions from candidates to tell you how suitable they are for a role. Invite submissions by voice or video.

While 9 in 10 dyslexics struggle with spelling, 81% are above average at communicating. So these methods help them showcase their strengths rather than tripping them up on their challenges.

Encourage applicants to tell you they're dyslexic by acknowledging that you value dyslexic thinkers in all recruitment materials and during the application process. Once you know a candidate is dyslexic, you can make the right adjustments to the rest of the recruitment process to allow them to shine.

It's also vital your application form doesn't categorise dyslexia or dyslexic thinking as a disability, but as a talent and a neurodiversity. Because, while dyslexia does come with challenges, few dyslexics see themselves as disabled or would actively disclose their dyslexia as a disability. And if it's categorised as this on your application, they're unlikely to disclose it.

It isn't rocket science, but these simple adjustments to the application process support dyslexic challenges and allow dyslexics to showcase their skills, so companies are no longer missing out on a wealth of talent.

Here's Matt Higgs, from Randstad Enterprise, to explain more.

MATT HIGGS

There's no doubt that dyslexic thinking is an asset to every organisation. We spent the last 20 years in a talent shortage, and research shows us that dyslexics have the skills we need to end that talent shortage. But much of the application process prevents them from even making it into the recruitment process funnel.

Simple changes can make a big difference, and global organisations are leading the way. Microsoft has created its own neurodiversity hiring programme, where dyslexic thinkers can search for roles using the keyword "neurodiversity."

When you find a role that suits you, you can proudly declare your dyslexic thinking using a simple Accommodations form. That way, they can make sure your needs are met in the interviews and hiring process.

And Randstad Enterprise has made huge strides to make applying for a role in any sector and in any country simple and easy for all. Simple adjustments like spell check help candidates find the roles they want and show themselves in the best light.

Applications prioritise creativity, problem solving, and innovation over grammar or spelling. Dyslexia-friendly fonts like Ariel make text easier to read. Questions are simple and clear, and there are relatively few steps. Plus, there's an opportunity to submit your application as a voice or video submission.

All of these adjustments to the application process mean we filter dyslexic thinkers into the recruitment process, rather than filter them out. This helps many more of our clients to harness the potential of the skills dyslexics are hardwired with, whether that's creativity, complex problem solving, innovation, or adaptability, because these are the skills that are moving businesses forward.

Here's Fiona Halkyard, Randstad's Global Head of Talent Marketing, and Attraction, to explain more.

FIONA HALKYARD

In my role as Randstad Enterprise's global head of talent marketing, I spend every day working alongside our clients, helping them redesign and refine their own application processes. It's fascinating and rewarding to see firsthand, how small but powerful adjustments can have such a transformative impact on talent attraction.

As Matt and Kate have previously highlighted, the application stage of recruitment is often the first real hurdle dyslexic thinkers encounter. To truly attract and empower dyslexic thinking talent, organisations must carefully rethink their application process.

Here's what best practise looks like, starting with our own journey at Randstad. We recognised early on that traditional, text-heavy, complicated application forms can unintentionally filter out dyslexic talent.

Dyslexic thinkers often excel at creativity, innovation, and problem solving, but standard application processes rarely let these strengths shine. So we've transformed our own application experience to make it simple, supportive, and empowering. Our applications focus on clarity and accessibility.

But best practise goes beyond just simplifying forms, improving fonts, and including spell checks. It's about flexibility.

At Randstad, we actively encourage applicants to present themselves in formats that suit their strengths. We provide clear options to submit video or audio responses, and this allows dyslexic thinkers to authentically express their ideas, creativity, and passion without barriers, ensuring we're evaluating the candidates true potential, rather than just their written communication skills.

And the results have been remarkable. By embedding these practises, we've not only improved the candidate experience, but have successfully tapped into a talent pool with the skills organisations need to thrive in our AI-driven economy.

KATE GRIGGS

So to summarise, when it comes to application forms, here are three key takeaways.

One, keep it simple and provide assistive technology as standard, like text-to-speech readers and spell check. Two, allow candidates to present their application in alternative formats, like voice or videos, to play to their strengths. Three, encourage applicants to tell you they're dyslexic right from the get go, and classify dyslexic thinking as a skill and a neurodiversity, not a disability.

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Next, we'll look at the third step.

In our new world of work, it’s skills that drive success, rather than qualifications. 85% of job success comes from strong human skills, while only 15% comes from technical knowledge (National Soft Skills Association, 2024).

So, it makes sense that your screening process is now skills-based, rather than qualification driven.

   Recruitment screening methods

Timing: 8 minutes

Watch this video where Kate considers how recruitment screening methods can filter out the dyslexic minds who have the skills that organisations need.

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KATE GRIGGS

The third step to evaluate when hiring dyslexic thinking talent is screening. Skimming through applications and sifting through CVs, recruiters are trying to find the closest match to the job description and the best cultural fit for the organisation. In many cases, this part of the process is now machine led or AI-driven, scanning for keyword matches and measuring candidates against a set criteria. These systems can rapidly review large volumes of applicants in a short space of time.

However, the danger here is that algorithms based on linear thinking prompts filter out the dyslexic minds who have the skills organisations need, but not the qualifications the criteria is looking for. The first step in addressing this is to switch from qualifications-based hiring to skills-based hiring. It's a move recommended by the World Economic Forum. They recognise that skills can better predict job performance than qualifications or experience.

Skills-based hiring finds skills workplaces need now, can predict job performance, is less biassed, has a faster time to hire, provides a better candidate experience, and employees are more likely to stay when hired. Whereas traditional hiring is less able to find skills workplaces need now, can't predict job performance, bias is more likely, the process is slower, candidates can be ignored, and there will be a lower retention due to poor fit. For dyslexics, skills-based hiring is a game changer. It values their unique strengths instead of rigid criteria. It liberates them from past academic performance and evaluates them solely on their current abilities.

The business benefits are clear. Deloitte found organisations embracing a skills-based approach are 57% better at navigating change, 52% more innovative, and 47% more inclusive. Here's Matt to explain more.

MATT HIGGS

In our new world of work, it's skills that drive success rather than qualifications. Research from Harvard University, the Carnegie Foundation, and Stanford Research Centre found that 85% of job success comes from strong human skills, while only 15% comes from technical knowledge. Our own research at Randstad Enterprise finds that the skills needed across all jobs in all sectors align. So it makes sense that your screening process is now skills-based rather than qualification driven. Here's how to make sure you're screening dyslexic talent into your organisation and not filtering them out.

Firstly, review your screening tools and algorithms to make sure these are actively searching for skills, experience, and potential rather than a rigid set of qualifications. Dyslexics index highly in creativity, adaptability, leadership, innovation, problem solving, and interpersonal skills, so ensure your algorithm screens candidates for these in-demand skills. Secondly, understand that dyslexic candidates may have less polished CVs or unconventional career paths, but bring valuable skills that drive success in every team. Filters in the screening process, such as third level education, will filter them out before you even get a chance to evaluate them in person.

Many forward-thinking companies are ditching CVs as part of the recruitment process. In 2019, Richard Branson announced that Virgin would no longer be asking for CVs, while Siemens took the bold step to move away from CVs and experience towards skills-led hiring on certain roles in 2024. This involved the huge step of writing no experience required on the job advert. They saw their talent pool widen and their time to hire halved.

Finally, review the assessment rubrics that are used to evaluate candidates. Make sure these are on candidates' skills rather than their challenges. Global bank, HSBC, has embraced skills-based hiring for wealth managers. Their screening process focuses on skills rather than traditional criteria. They recognise dyslexic thinking as a vital skill for the future, and have integrated it into job profiles and an internal talent marketplace. Like an internal LinkedIn, this allows employees to showcase their skills and uses AI to match individuals with opportunities across the business.

Doing this will effectively screen dyslexic thinking talent into roles rather than filtering them out. Here's Laura Powell, global head of wealth and personal banking and global functions at HSBC, to tell us more.

LAURA POWELL

So we realised that we were in a real era of talent shortages, and there were particular roles that we needed to find more creative solutions to. We also had pivoted to a skills-based hiring approach a number of years ago because research shows it's a much better predictor of job performance. In fact, it's 2 and 1/2 times a better predictor of job performance than hiring for experience, and it's five times more predictive of job performance than hiring for educational qualifications.

So we introduced a new skills-based approach to hiring wealth managers across the world, and particularly in one of our key markets, Hong Kong. It was a phenomenal success. So we had the highest number of applications we've had in seven years to the programme to hire for wealth managers, and we also found that those wealth managers came from very diverse backgrounds.

So they were engineers. They were designers. They came – they were teachers, startup founders, and they all made an incredibly successful transition into HSBC – so much so that in seven months they were as productive as experienced wealth managers that we had been employing for many years.

KATE GRIGGS

So to summarise, when it comes to screening, here are three key takeaways. One, review your screening tools and algorithms to make sure they are actively searching for skills, experience, and potential rather than a rigid set of qualifications. Two, understand that dyslexic candidates may have less polished CVs or unconventional career paths, but bring valuable skills that drive success in every team. Three, review the assessment rubrics that are used to evaluate candidates. Make sure they are based on candidate skills rather than their challenges.

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Next, we'll look at the fourth step.

If the aim of the interview is to find the best person for the job, the job of the interviewer is to create the right conditions for candidates to show their best selves.

It’s easier than you think. And small changes can make a big difference.

   Evolving your interview methods

Timing: 8 minutes

Watch this video in which Kate and Matt show you how to evolve your interview methods to attract Dyslexic Thinkers to your organisation.

And hear from organisations like GCHQ who are doing it well.

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KATE GRIGGS

The fourth step to evaluate when hiring dyslexic thinking talent is interviewing. Dyslexics are brilliant communicators. While we may struggle to get our ideas down on paper, we are often skilled at communicating verbally. This should help us to positively shine in interviews.

But when it comes to hiring dyslexic thinkers, it's important to value our strengths and understand our challenges. Dyslexics process information differently. This is clear to see when you look at a dyslexic cognitive skills profile, compared to someone who is not dyslexic.

We score very highly in some things, often in the top percentiles, but in areas we find challenging, we score very low, often in the bottom percentiles. We call this a spiky profile.

Each dyslexic will have a different pattern of strengths and challenges. It's vital that interviewers are trained to spot and understand these as part of our profile.

For example, many dyslexics are highly creative thinkers and have lots of ideas, which means it can take us longer to process these thoughts and ideas.

In an interview scenario, this means it can take us longer to process the questions we've been asked, and to formulate the answers, and demonstrate our skills and understanding.

A simple way around this is to provide dyslexic candidates, or all candidates, with the interview questions in advance, and to allow extra time to answer each question. This is particularly important if any part of the interview process is automated and video-based.

I recently met a brilliant dyslexic thinker, who worked for a global bank. during the recruitment process, she had to complete an interview stage online. In this scenario, questions appeared on screen, and candidates had limited time to reply.

While this method may be efficient for organisations, it plays to all dyslexic challenges. Reading instructions at speed and performing against the clock are kryptonite for dyslexic thinkers. This method doesn't allow us to show the valuable skills we have. It also risks missing out on the very thinkers who could move your business forward.

For others, a shorter working memory means that while we're brilliant at strategically joining the dots and seeing the big picture, we may struggle to recall exact facts and figures or dates and names. It's important not to misunderstand this as a reflection of our intelligence or competency to do the job, but as part of our different way of thinking, and to understand our wider pattern of strengths and challenges. An easy way around this is to allow candidates to refer to notes during the interview.

Here's Matt to explain more.

MATT HIGGS

If the aim of the interview is to find the best person for the job, the job of the interviewer is to create the right conditions for candidates to show their best selves. It's easier than you think, and small changes can make a big difference.

First, train interviewers to recognise and value dyslexic thinking, so they can spot the valuable strengths and accommodate the challenges. Each dyslexic has a different pattern of strengths and challenges, so you should work to build up an accurate picture of their profile and assess how accurately this fits the need of the job.

Secondly, don't rely on traditional interview formats to assess the potential of dyslexic candidates. Instead, incorporate real-world scenarios to assess creativity, problem solving, and strategic thinking. Project-based assessments, skills demonstrations, or video submissions are all brilliant ways for candidates to showcase their abilities in ways that play to their dyslexic strengths.

And lastly, when it comes to the platform you use to interview candidates, allow for multiple communication formats, such as visual aids or collaborative exercises. The organisation that leads the way in recruiting dyslexic thinkers is the UK's Intelligence Agency, GCHQ. For over 100 years, they've sought out dyslexic thinkers. They've put in place, simple adjustments to the interview process to help dyslexic minds to thrive.

Before the interview, they put candidates at ease by letting them know, they want to see candidates best selves, and asking, what do you need to ensure we see that? They provide the interview questions in advance to allow people to prepare. And when it comes to the interview, they look for ways to make the experience easier.

Understanding our shorter working memory, they allow people to park questions, if they're not ready to answer them. They give people extra time to allow them to think and process questions.

Here's GCHQ to explain more.

ANNE KEAST-BUTLER

GCHQ are proud to be recognised as a disability confident leader, demonstrating our unwavering commitment to creating an inclusive and supportive environment for all.

So, at the point of application, we provide candidates with a link to a bespoke brochure on disability, neurodiversity, and reasonable adjustments that highlights the many ways that we can provide support to candidates, including those with dyslexia. Our recruitment teams are provided with training to ensure that they understand how to create an equitable and accommodating interview environment for candidates, including with specific resources on dyslexia and reasonable adjustments.

Specific adjustments that we might make include, for example, some extra time for interviews and assessments, providing questions in advance, so candidates have a chance to read and think about the question before they arrive, and also, printing text onto different coloured paper, making it more accessible for some dyslexic candidates.

We also understand that traditional tests might not bring out a dyslexic candidate's full strengths, and so we make sure that we offer a blended range of skills-based and interview through the assessment process. And we also offer many of these virtually, instead of in-person interviews, so that candidates can use any assistive technology, speech-to-text, or screen readers, that they might need to help them be their best.

KATE GRIGGS

So to summarise, when it comes to evaluating your interview stage, here are three key takeaways. One, train interviewers to recognise and value dyslexic thinking and provide adjustments. Two, incorporate real-world scenarios to assess creativity, problem solving, and strategic thinking. Three, allow for multiple communication formats, such as visual aids or collaborative exercises.

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Next, we'll look at the fifth step.

Finding the best candidate for the job involves filtering applicants at each stage of the recruitment process.

But what happens if the filters you use exclude the very minds you’re trying to attract?

   Evolving your assessment and testing processes

Timing: 11 minutes

Watch this video in which Kate and Matt show you how to evolve your assessment and testing methods to attract Dyslexic Thinkers to your organisation.

And hear from organisations like Randstad who are leading the change.

Show transcript|Hide transcript

Transcript

KATE GRIGGS

The fifth step to evaluate when hiring dyslexic thinking talent is assessment and testing. Finding the best candidate for the job involves filtering applicants at each stage of the recruitment process. But what happens if the filters you use exclude the very minds you're trying to attract?

For years, many workplaces have relied on standardised tests, which gauge traditional forms of intelligence. Frequently, these tests take place in the final stages of a recruitment process, and are often the key factor in deciding who to offer the job to. However, these tests significantly disadvantage dyslexic thinkers, measuring the very things we find challenging our kryptonite, rather than identifying our strengths or superpowers, which are the skills the workplaces now need.

Many large and well-known brands use them. And while psychometric testing companies may say how innovative their software is in identifying strengths and not screening out neurodiverse candidates, the evidence speaks for itself.

One test against the clock involved identifying numerous subtle differences between multiple different facial expressions and naming the emotion. While dyslexic thinkers index highly in emotional intelligence, they struggle with tests against the clock.

Test two asks candidates to read numbers at speed and identify them quickly and accurately, again disadvantaging dyslexic thinkers who excel in lateral thinking and problem solving, but take longer to read and process information, which inhibits their response time.

The results of these tests provide a limited view of candidates, which often conflicts with real-world evidence, and the outcome is that organisations miss out on the talent that could drive their business forward.

What's more, AI is taking over the tasks that dyslexics find challenging, doing them faster, and better than humans. Research from innovative testing company Arctic Shores, featured in our Intelligence 5.0 report, finds that AI now excels at psychometric reasoning tests, verbal reasoning, and situational judgement tests, all thought to be great predictors of job performance in humans.

ChatGPT outperforms 98.8% of human candidates in verbal reasoning tests. However, AI is less effective at assessments requiring connecting, communicating, and reasoning skills, all areas where dyslexic thinkers excel. But these are not skills that psychometric tests are designed to measure.

One thing is clear. In order to attract the dyslexic talent organisations need to move their business forward, they need to rip up the current testing processes and switch to assessment models that focus on skills first.

Global organisations like HSBC, Siemens, and Cisco are leading the way. Here's Fran Katsoudas, Executive Vice President and Chief People Policy and Purpose Officer at Cisco, speaking at Davos.

FRAN KATSOUDAS

I feel like a skills-based approach is a win-win, both for the company and for the talent. Like, every company wants access to the best talent. There's no question. And I do think that in the past, some of the systems that were a bit more focused on scale or efficiency, didn't allow us to get access to so many.

And so the way that it works is that there have been a few shifts. The first is we move more and more away from specific experiences that are required. And I think that's really important. So many times, we'll ask someone, have you done this role, as opposed to, do you have this skill? And that is such a different question and approach. And it allows us to get to talent that we wouldn't have normally seen, which I think is so important.

KATE GRIGGS

Great insight from Fran, on how beneficial skills-based hiring is for both employees and employers.

Here's Matt, from Randstad Enterprise, to explain more

MATT HIGGS

Randstad Enterprises in-demand skills research shows that dyslexic thinking skills are needed everywhere now. From engineering, to marketing, to AI computing, the most commonly needed skill is creative, complex problem solving, which dyslexics have in abundance. This group of people have the most sought after skills, but they are being approached and tested incorrectly.

The challenge lies in breaking down the barriers that keep dyslexic talent hidden from recruiters. Standardised tests are one of those barriers. Often used as benchmarks of intelligence, they are a key factor in deciding between candidates at the end of the recruitment process.

But with their timed elements, they favour candidates with faster processing speeds, and they fail to measure the in-demand skills workplaces now need, like creative problem solving, innovative thinking, or interpersonal skills. What's more, they may not accurately predict an individual's ability to thrive in today's dynamic work environment.

As the landscape shifts towards creativity, adaptability, and emotional intelligence, we need to find new ways to assess for the skills workplaces now need. That means, shifting to assessment systems that recognise skills and potential.

Here's Sam Schlimper, Managing Director of Randstad Enterprise, to explain more.

SAM SCHLIMPER

I think there's no better time than now to really think about this. It's super critical, it's always been critical, but even more so now when we've got the advent of humans and machines coming together to join in a workforce in many different ways, whether that's being augmented, hybrid, blended together. And that's going to continue forward.

So for organisations to really understand what they have in their humans, both from a potential and power perspective, is such a no-brainer. It's almost interesting that we aren't able to look at our return on investment from our people in that way when we do that with all other things in our organisation. And so, the time is now to be able to do that.

I think that also leads to really understanding what you have in those humans. And that requires us going beyond often, the very narrow lens we currently look at from a talent perspective. So imagine being able to understand people in who they are at their inherent core, what potential and skills they bring to your organisation, how they can utilise that through their motivations and aspirations, to do fantastic work and provide outputs that are going to differentiate you from your competitor.

And that's really what the assessment and selection piece can do. But at the moment we use a very narrow lens and often, a lens that filters people out, rather than filter in.

So some of the important things is language really matters. The word assessment itself can be quite interesting in it sounds like a test. And for some people that might be exciting, but for most, that's not.

So really going on more of a discovery-needs alignment and that language being really important. I'm going to discover who you are, what you bring, the skills you bring, and how you can best utilise them in my organisation and the team you're going to be in. Isn't that just a wonderful way? And just by reframing that language helps us as organisations think about how we actually get that done.

Another area that I think we can look at in assessment, whether it be psychometric or others, is you would never make a really important life decision based on tiny sets of data or one set of data in a point in time. And often, we do that when we're thinking about hiring or mobilising or promoting people.

What we want to do is understand people over a period of time and through a number of data points. And if you're doing that in a time-bound process like hiring, you can really get that done. But it doesn't mean you have to have exactly the same way of doing that for people. It means you can really get to discover who they are through their own journey.

And that's what we can do now because of a different way of thinking about processes, a different way of thinking about technology, and how we can see people for their full potential and full skills. It's actually just not even a should be doing. It's an absolutely critical for organisations to have sustainable performance from people.

MATT HIGGS

So here are three ways you can adapt your assessment and testing. Broaden your horizons and measure talent based on skills and potential, instead of standardised testing. In particular, focus on the skills needed to do a job and choose an assessment method that best uncovers these, rather than a one-size-fits-all standard test, which claims to benchmark intelligence. Assessments that evaluate practical skills, creativity, and problem solving over rote memorization or processing speed work for all.

In whatever assessment you offer, provide the kind of adjustments that will empower dyslexic thinkers, like extra time to think around the problem and come up with the best solution. Consider alternative assessment formats to accommodate different thinking styles. Videos are a great way to explain what candidates need to do, rather than written instructions.

KATE GRIGGS

Amazing advice. So to summarise, when it comes to evaluating your assessment stage, here are three key takeaways.

One, take a results-driven approach and measure talent based on skills and potential, instead of standardised testing. Choose assessment methods that evaluate practical skills, creativity, and problem solving over rote memorization or writing speed. Two, provide adjustments such as extra time to empower dyslexic thinkers. And three, use diverse assessment formats to accommodate different thinking styles.

End transcript

 

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Next, we'll look at the sixth and final step.

   Evolving your decision-making and onboarding processes

Timing: 7 minutes

Watch this video in which Kate and Matt show you how to evolve your decision-making and onboarding processes.

And hear from organisations like Cisco who are leading the change.

Show transcript|Hide transcript

Transcript

KATE GRIGGS

The final step to evaluate when hiring dyslexic thinking talent is decision-making and onboarding. If you've evolved all the steps in your recruitment process up until now, you're already leading the way in hiring dyslexic thinking talent.

Switching to a skills-based hiring approach ensures you are breaking down the barriers that keep dyslexic talent hidden. It also allows you to access the very group who are hardwired with the skills our new Industrial Revolution needs.

From job ads that feature skills, not qualifications; application processes that offer different ways to apply; screening methods to filter in dyslexic talent, not filter it out; ways to interview that allow dyslexic thinkers to show their best selves; and new models of assessment and testing that take a skills-first approach – all of these vital elements work together to ensure your talent pool includes dyslexic thinkers rather than excluding them.

Now it's decision time. When it comes to deciding who to offer the role to, your evolved recruitment process should have helped to build an accurate picture of each candidate's pattern of strengths, challenges, and human potential. This allows you to align each candidate to the needs of the role.

The next step is to create a tailored onboarding plan and to ensure that managers and teammates are trained to understand and empower dyslexic thinkers so the whole team is set up to thrive. Here's Matt to explain more.

MATT HIGGS

When it comes to deciding who's best for the job, focus on the candidate's potential and unique strengths rather than a set of standardised criteria. Remember that dyslexic candidates have a spiky profile. This makes them exceptionally good at some things like creative thinking, communication, and complex problem-solving.

In these skills, they will often outperform other candidates. They will also have equally spiky challenges relative to other candidates. These may relate to organisation, reading vast amounts of information, or managing competing priorities.

As each dyslexic has a different pattern of strengths and challenges, your recruitment process so far will have helped you to build up an accurate picture for that candidate. It's then about looking closely at how much the strengths can turbocharge the candidate in their new role and how the challenges can be accommodated in a supportive work environment.

This should feed into a tailored onboarding plan. Start by working out what they need to work at their best. Dyslexics don't need huge changes to create workplaces that empower dyslexic thinking. Simple things can make a big difference.

Customise onboarding with self-paced training that allows for pauses and replays, setting up dyslexic employees for success. Prioritise key tasks that must be completed in longer, realistic timeframes rather than overwhelming new starters with a multitude of demands.

Allow them to put in place assistive technology that works for them, whether that's speech-to-text, AI, or organisation, productivity, and project management tools. And most importantly, put in place dyslexic thinking awareness training for managers and teams.

Made By Dyslexia offers a free one-hour training course on LinkedIn Learning, which equips everyone with the knowledge they need to understand and empower dyslexic thinkers. Remember, the most successful teams are those that empower everyone to work to their strengths. How you onboard a dyslexic thinker and help them to lean into their dyslexic thinking will really turbocharge a team, so empower them. Here's one organisation who is doing great work in this space.

SCOTT MCGUCKIN

At Cisco, we don't view the differences, such as dyslexic thinking, as challenges to overcome but rather as valuable assets that enrich our workplace. What truly sets Cisco apart is our strengths-based philosophy. As leaders, we're laser focused on identifying what our talent excels at naturally, and then we intentionally lean into those strengths.

For example, we asked all new employees to complete a strengths-based assessment so the employee and the manager can better understand the employees' strengths. We encourage our leaders to talk about employee strengths and how we can help maximise those strengths in their positions and day-to-day contributions.

Additionally, as we onboarded new employees, we provide different modes of learning, including self-paced learning, which provides employees with flexibility as they get started. Our goal is to align responsibilities with the natural strengths that dyslexic thinkers bring to the table, ensuring our hiring and onboarding processes fully support these unique capabilities.

But hiring and onboarding, they're just the beginning. We're committed to retaining our diverse thinkers by placing them in positions where their strengths can truly shine. At Cisco, we live by the philosophy, "One company, many careers."

By equipping our leaders with the skills needed to create a neuro-inclusive culture, we strengthen our approach to internal movement so everyone can grow their careers across various roles within the organisation. The best part of this approach is that practises that benefit dyslexic thinkers during onboarding typically benefit many other employees as well.

KATE GRIGGS

It's amazing to hear the strides global organisations are making in empowering dyslexic thinkers. So to summarise, when it comes to evaluating your decision-making and onboarding stage, here are three key takeaways. One, make sure the decision-making process takes a skills-based hiring approach, emphasising the candidate's potential and unique strengths rather than standardised criteria.

Two, provide tailored onboarding plans that identify what dyslexics need to work at their best and empower their dyslexic thinking. And three, put in place dyslexic thinking awareness training for managers and teams, which equips everyone with the knowledge they need to understand and empower dyslexic thinkers.

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When it comes to deciding who’s best for the job, and how to give them the best start, here are the three key takeaways from this section.

We asked our industry trailblazers to share their top tips on hiring Dyslexic Thinking talent.

   Industry trailblazers on hiring Dyslexic Thinking talent

Timing: 4 minutes

Hear top tips from:

• Nikki Humphrey, Chief People Officer, Virgin Group.

• Anne Keast-Butler, Director, GCHQ.

• Laura Powell, Global Head of People, International Wealth & Premier Banking and Enterprise Talent, HSBC.

• Sam Schlimper, Managing Director, Randstad Enterprise.

Show transcript|Hide transcript

Transcript

KATE GRIGGS

We asked our industry trailblazers to share their top tips on hiring dyslexic thinking talent. Here's what they said.

LAURA POWELL

The benefits of hiring dyslexic thinking talent is critical. In fact, I would say, it's a strategic imperative.

If you think about the era we're in now of talent shortages and also an era of incredible technological change, the importance of human skills becomes so much more significant for every company's success. If I think about skills like resilience or I think about empathy, listening skills, creativity, communication, and innovation, these are all skills that dyslexics excel at. And they're critical skills for every company to be successful for the future.

ANNE KEAST-BUTLER

We find many of our staff with dyslexia can simplify really complex problems and processes. They can work collaboratively, and they can make connections between different concepts, often at extraordinary speed.

And often when dealing with a fast pace or complicated threats to the UK, we need to be able to spot that needle in a haystack. That crucial piece of information in a huge data set.

And dyslexia yields strength in higher order reasoning skills. So dyslexics can better notice visual anomalies. They see things that are out of place in that bigger picture.

SAM SCHLIMPER

You can couple that kind of human thinking with AI in all kinds of AI, agentic, as it's coming, and really have a significant difference of outputs. And we see in many organisations that we work with, the way we're designing work is changing, and the outcomes of that work require that human and machine connection.

Dyslexics are really well-positioned to do that combination because of the way that their skills and their brain works. And so if you are filtering that out, you are fundamentally damaging the ability to get better outcomes of work, power the growth in your organisation, and really make sure there's both efficiencies and effectiveness in what you're trying to achieve.

NIKKI HUMPHREY

So as the workplace is evolving, it's really critical that we look at skills that individuals can bring rather than their qualifications. We need to be responding as an organisation to the changes that are around us. And we've got to think about the skills and experiences that people can bring. And we know with dyslexic thinkers, they bring those different levels of creativity and different perspectives that we so value.

And we help our leaders make sure that they're making the right decisions around looking at people skills, not some of the barriers around qualifications. So we're delighted that all of our managers, both at Virgin Group and many of our other Virgin companies, have actively been trained on the Made By Dyslexia Workplace Training. It's really increased their awareness, their thoughtfulness about how they do go and make those critical recruitment decisions and ensure that they bring those critical skills into the business.

We've seen many leaders, many entrepreneurs, many innovators have not come through the traditional route of qualifications and that standard education. In fact, our founder proves the point.

ANNE KEAST-BUTLER

The unique nature of intelligence work means you can't learn it anywhere else. You can't have a qualification. So we're always looking to hire for potential and for skills and for aptitude, rather than for qualifications. If you bring those, we can teach you the rest.

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Next, we'll look at all we've learnt in this short course.

To recruit Dyslexic Thinking talent, you need a hiring process that will attract, assess and retain Dyslexic Thinkers, rather than filter them out.

Many aspects of the current recruitment process, such as job descriptions, psychometric tests and application pathways, disadvantage Dyslexic Thinkers rather than support them. They have evolved in response to drives for efficiency and scale.

But these one-size-fits-all approaches filter out the unconventional minds that organisations need to navigate today’s dynamic work environment. Research from the world’s biggest recruitment company (Randstad, 2024) and the World Economic Forum (2023) tells us that dyslexics are hard wired with the skills that every workplace needs, and AI cannot replace.

So, if your recruitment process is currently filtering them out, this means a huge and vital talent pool is being missed.

But every company has the power to evolve their process to attract and empower Dyslexic Thinkers by integrating a skills-first approach throughout.

And this course will have shown you how to do exactly that.

   Key takeaways

Timing: 3 minutes

Watch this video in which Kate summarises the six steps to evaluate when hiring Dyslexic Thinking talent.

Show transcript|Hide transcript

Transcript

KATE GRIGGS

So there you have it. The six steps to evaluate when hiring dyslexic thinking talent are, one, attraction – attracting the diverse minds you need. Two, application – offering different ways to apply. Three, screening – filtering in dyslexic talent, not filtering them out.

Four, interviewing – allowing dyslexic thinkers to show their best selves. Five, assessing and testing – taking a skills-first approach to assessment. And finally, six, decision-making and onboarding – setting dyslexic thinkers up to thrive.

To recruit dyslexic thinking talent, you need a hiring process that will attract, assess, and retain dyslexic thinkers rather than filtering them out. Many aspects of the current recruitment process, such as job descriptions, psychometric tests, and application pathways disadvantage dyslexic thinkers rather than support them.

They have evolved in response to drives for efficiency and scale. But these "one size fits all" approaches filter out the unconventional minds that organisations need to navigate today's dynamic work environment.

Research from the world's biggest recruitment company and the World Economic Forum tells us that dyslexics are hardwired with the skills that every workplace needs and AI cannot replace. So if your recruitment process is currently filtering them out, this means a huge and vital talent pool is being missed.

But every company has the power to evolve their process to attract and empower dyslexic thinkers by integrating a skills-first approach throughout. And this course will have shown you exactly how to do that.

Thanks so much for taking the course. Please share the DyslexicU courses with your network and your organisation. Because each ripple, however small, will lead to a sea change in how dyslexic thinking is understood and harnessed across the world.

Be sure to check out the links and resources on the DyslexicU course page. You'll find lots more useful info to help you on your journey to hire dyslexic thinking talent.

End transcript

 

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Now that you’ve completed this course, you should be able to:

 

• Understand the six Dyslexic Thinking skills: now the most sought-after skills in every job.

• Understand the potential barriers to hiring Dyslexic Thinkers in current recruitment processes.

• Evaluate and evolve your recruitment process to filter Dyslexic Thinking talent in, rather than filtering it out.

• Find links to useful resources to help you further.

Next, test your understanding of all that you've learnt in this short course by doing the knowledge check.

Now that you’ve completed the course, it’s time to try the knowledge check.

The quiz has 10 questions. It has a pass grade of 70% and provides you with feedback depending upon the mark you achieve. You can take the quiz as many times as you would like until you pass.

If you have completed all the elements of this course's learning and successfully pass the knowledge check, your digital badge will be sent to you via the email address you used to enrol on the course (usually within 36 hours). You can then add the badge to your LinkedIn profile as well as sharing it on other social media accounts.

Your knowledge on empowering Dyslexic Thinking in the workplace needn’t stop here.

• If you haven’t taken it already, take Made By Dyslexia’s free workplace training – Empower Dyslexic Thinking in the Workplace

  • It’s free for all.

  • Available on LinkedIn Learning.

  • Takes just 1 hour.

• If you think a candidate may be a Dyslexic Thinker, advise them to take Made By Dyslexia’s free test.
• Read why Dyslexic Thinking skills are now the most sought after skills in the workplace, in Made By Dyslexia’s Intelligence 5.0 report.
• Listen to Made By Dyslexia’s podcast, Lessons In Dyslexic Thinking, to understand how Dyslexic Thinking has turbocharged the careers of everyone:
  • From the world’s most successful entrepreneurs (Richard Branson, Barbara Corcoran).
  • To leading scientists (Dame Maggie Aderin-Pocock).
  • Top chefs (Marc Murphy, Andy Cooks).
  • And the world’s most inspirational changemakers (Lonnie Ali, Erin Brockovich, Jean Oelwang).
  • Available on Apple, Spotify, Amazon – wherever you get your podcasts.
• Read the definitive guide to Dyslexic Thinking – This Is Dyslexia.

All done?

If you have completed all the elements of this course's learning and successfully passed the knowledge check, your digital badge will be sent to you via the email address you used to enrol on the course (usually within 36 hours). You can then add the badge to your LinkedIn profile as well as sharing it on other social media accounts.

References

National Soft Skills Association (2024) The Soft Skills Disconnect, citing reseach by Harvard University, Carnegie Foundation, and Stanford Research Center. Available at: https://www.nationalsoftskills.org/the-soft-skills-disconnect/ (Accessed 23 April 2025).

Randstad Enterprise (2024) Dyslexic skills key to thriving in an AI-driven workforce. Available at: https://www.randstadenterprise.com/insights/white-paper-and-report/made-by-dyslexia-intelligence-5-0/ (Accessed 23 April 2025).

World Economic Forum (2022) People with dyslexia have ‘enhanced abilities’. Availble at: https://www.weforum.org/stories/2022/07/dyslexia-enhanced-abilities-studies/ (Accessed 23 April 2025).

Acknowledgements

560412: Image: Course banner: © Made By Dyslexia. All videos © Made By Dyslexia.