Neurodiversity Inclusion: Autism at Work

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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.



An Update from your Board of Directors – November 2025

By Jessica Jaithoo • December 4, 2025
As the governing voice of CPHR Alberta, the Board of Directors meets 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 are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again 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!

Charting the Future of HR: CPHR Alberta’s 2026-2028 Strategic Plan

By Jessica Jaithoo • December 2, 2025
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.

Become an HR champion!

By Bailey Beauchamp • December 1, 2025
Seeking CPHRs, Retired CPHRs and Public Board Members
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