Neurodiversity Inclusion: Autism at Work

20
Oct 2022
145
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.



Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
MORE NEWS