Neurodiversity Inclusion: Autism at Work

20
Oct 2022
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A close up of a colorful painting with a rainbow of colors.
Photo Credit: 
Alexander Grey

Author: Wilma Li

Did you know that 1 ”autism spectrum disorder (ASD) is a commonly diagnosed neurodevelopmental disorder in Canada, with a national prevalence estimate of 1 per 66 children diagnosed”?  2 ”Researchers estimate that between 70 and 90 percent of autistic people are unemployed or underemployed in Canada”.  With the Great Resignation and prevalent remote work increasing globalization, 3 “Canadian employers are being challenged when it comes to filling vacant roles”. 3 ”Many companies are overlooking a group that could help: those living with autism.”

But first, what is autism?

Autism is a 4 “developmental disability that can cause significant social, communication, and behavioural challenges”. 4 “It is found in every country, every ethnic group, and every socioeconomic class”. 4 “No two people with autism are the same. The learning, thinking, and problem-solving abilities of people with characteristics of this diagnosis can range from severely challenged to exceptionally gifted. Some of these characteristics can contribute to outstanding ability to focus and perceive pattern”.  Because of this, more employers are actively recruiting such individuals.

Then, what is neurodiversity?

Neurodiversity is a 4 “concept where neurological differences are to be recognized and respected as any other human variation”. The recognized neurological differences include dyspraxia, dyslexia, attention deficit hyperactivity disorder (ADHD), dyscalculia, autism spectrum disorders and Tourette syndrome. Neurodiversity is also a 4 “social movement that seeks to celebrate autistic forms of communication and self-expression”.

Now that we have defined the terms, how can we, as human resources professionals, create win-win situations to fill the talent gap while positively impacting the unemployed or underemployed autistic people in Canada?

4 Four areas to consider:

  • Key Elements and Models for Recruitment, Hiring and Training.
  • Supervisor Role, Preparation and Support.
  • Career Development, Progression and Retention Considerations.
  • Organizational Considerations.

Key Elements and Models for Recruitment, Hiring and Training

  1. Investigate elements of company culture and infrastructure that can facilitate the success of an Autism at Work program, including the importance of having sponsorship from top leadership, internal champions, and the full range of stakeholders.
  2. Identify company talent needs that can align with your neurodiversity hiring initiatives. 
  3. Explore how community and national resources, including local employment service providers, higher education allies, and high school outreach initiatives, could help you develop a pipeline of neurodiverse talent.
  4. Develop or modify screening, interviewing, onboarding, and other hiring processes, to ensure accessibility and accommodation for a neurodiverse candidate pool.

Supervisor Role, Preparation and Support

  1. Understand the significant role that managers play in the successful implementation of Autism at Work programs, as well as the critical role they play in disclosure and other factors in successful employee integration.
  2. Design a comprehensive preparation, training, and engagement strategy for supervisors who are a part of your Autism at Work program.
  3. Learn from other employers who have successfully implemented Autism at Work program (i.e., SAP) to study the elements of a comprehensive training program and informational sessions for managers, from initiative overviews to information about available resources. 
  4. Explore the components of an effective ongoing support system for supervisors in sustaining the neurodiversity hiring initiative, as the program, its participants, and its supervising managers all evolve in their goals and needs.

Career Development, Progression and Retention Considerations

  1. Look into areas of the career development and retention process that might require attention in order to sustain the effectiveness and ultimate success of your Autism at Work program over the long term.
  2. Investigate deeply into those behavioral characteristics of some Autistic persons that might impact career progression, development, retention, and performance management.
  3. Explore a range of internal organizational resources and structures that could facilitate improved outcomes in these processes and that could provide support to the Autistic individual.
  4. Gain awareness of those external community resources that might provide services and support to further maximize both retention and individual performance effectiveness over time.

Organizational Considerations to Improve Outcomes of an Autism at Work Program

  • Consider messaging and workplace culture, to enriching existing resources and targeted support services.
  • Look for other potential external resources that could serve the same purpose, including public relations, interface with families, extended community resources for emerging support areas, and more.
  • Consider long-term sustainability and scalability issues, such as funding mechanisms, impact measurement, and considerations involved in both domestic and global expansion of an Autism at Work program.

For more ideas or information on neurodiversity or autism at work inclusion, please contact us at: www.bkicorp.com. At Business Knowledge Integration, we coach you and your organization on your intercultural, equity, diversity, and inclusion (EDI) needs to achieve sustainable results.

 

References

1 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6909034/

2 https://www.surreyplace.ca/overcoming-barriers-to-employment-improving-representation-of-autistic-people-in-the-workforce/#:~:text=Researchers%20estimate%20that%20between%2070,doesn 't%20accommodate%20neurodivergent%20people

3 https://globalnews.ca/news/8723098/canadians-autism-overlooked-employment-opportunities-report/

4 Bruyere, Susanne M., Autism at Work (2021 virtual online course), Diversity and Inclusion Certificate for HR program, Yang-Tan Institute on Employment and Disability, Cornell University

 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

 

 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 

Your Ultimate Pre-Conference Checklist for the CPHR Alberta 2025 Conference!

By Marina Perkovic • July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!

An Update from your Board of Directors - June 2025

By Marina Perkovic • July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
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