Perspectrum – Insights on Autism and Neurodiversity in the Workplace

27
Apr 2023
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The word inclusion is written in colorful blocks on a wooden table.

Author : Carla Clark, CPHR and Volunteer with the Wood Buffalo Chapter

Autism. Autistic Person. What do these phrases mean to you? Better yet, what do these phrases mean to your companies and business leaders?

I reached out to some neurotypical network connections with limited exposure to autism at work, and asked what their reactions would be if they were given the opportunity to hire a qualified autistic person for an open role, responses included “apprehensive,” “unknowns,” “challenges,” and “sounds like a lot of work”.

Interesting choices of words. As a non-autistic employer of HR professionals, I instantly thought of my own experiences of adding any new member to the work team. What thoughts have I had surrounding bringing a new person into my pre-established team? Apprehension. Challenges. Unknowns. A lot of work. It can take 8-12 months for a new hire to mesh into the new workplace, learn the role and culture, and start to really gel with the existing team.

If bringing a new hire on to the team is already a challenge filled with unknowns, then where does this sudden hesitation come in when you put autism into the mix?

Perspective, or as I called it in this article title, perspectrum. If employers and HR professionals do not have positive lived experiences working with, living with, or interacting daily with Autistic Spectrum Disorder (ASD) individuals, then the normal challenges and apprehensions with new hires will only be magnified and multiplied by fear. “How will accommodating impact me or my workplace?” “What does accommodation look like?,” or “What will this require of me”?.

Autism

The Autistic Self Advocacy Network (ASAN) put together a description of Autism, written about and for autistic people: “Autism is a developmental disability that affects how we experience the world around us… Autism has always existed. Autistic people are born autistic, and we will be autistic our whole lives. Autism can be diagnosed by a doctor, but you can be autistic even if you don’t have a formal diagnosis.” [1]

ASAN explains that Autism can affect how people think, communicate, move within, perceive, sense, and overall interact with the world. “There is no one way to be autistic. All of us experience autism differently, but we all contribute to the world in meaningful ways. We all deserve understanding and acceptance… It can take a lot of energy to live in a society built for non-autistic people.” [2]

Lack of Education or Awareness among Employers

I chatted with Margaux Wosk (they/them), Autistic Canadian artist and entrepreneur, Owner, and Operator of Retrophiliac, an online shop and wholesale business that specializes in autistic, neurodiversity, and queer affirming merchandise. Wosk shared about their experiences working for employers that were extremely supportive, and employers who were ignorant, and unsupportive. Wosk shared that they disclosed to a new employer pre-hire that they were autistic and provided a few resources on autism and specifically the accommodations they needed. Wosk mentioned fluorescent lighting, and sensory issues were two of the main accommodations. They had applied for an area in the business that was suitable for their skills and accommodation needs but was transferred to another area that did not use their skills, and furthermore had them working in and around freezers with fluorescent lighting and rapid temperature changes, a disaster for sensory challenged individuals. Outside of these major accommodation issues, it seemed that their employer did not take many steps to help Wosk with the social integration in the business, ”I really felt like no one wanted me there… I was, what felt like, intentionally treated worse than everyone else.”

Fen Bailey  [3] (they/she), Alberta-Based Public Sector Employee, talked to me about some of their experiences with working for an employer who did not understand their neurodiversity. “There is an element of frustration, for sure, that stems from needs going unheard and unmet while you channel all the energy you have into trying your best to meet their expectations. Those expectations are often indifferent to the autistic experience… and more frequently… are detrimental to an autistic person.” Bailey shared that they are a person who needs control over the stimuli in their environment. Outside of fluorescent lighting, loud sudden noises and repetitive noises can be deeply upsetting for her, even a nearby colleague with sinus issues could cause a full sensory-related meltdown. Accommodation for Bailey means an environment where they can wear a noise-cancelling headset on a regular basis and replacing fluorescent lights with softer lights or even just a lamp.

Aryn Green [4] (they/them) a BC-based employee in the agricultural field, recently went back to work after taking time off to raise kids. Green, recently diagnosed with ASD, was apprehensive to rejoin the workforce after years of work for large companies in the mining and engineering fields. “My career exhausted me, and I had no identity when I left… had I known what I know now, I could have found resources or solutions, and maybe coworkers wouldn’t have been so quick to judge.” Green’s workstyle is to identify problems and address them, but their approach and their mindset was not often understood, particularly by their leadership in past roles. “It really bothered me that my manager [at the time] was not knowledgeable of the lab procedures… I’m sure it was written in my report that I was defiant or resistant to authority,” Green wants HR professionals to be aware that there are so many autistic people undiagnosed, and that “social emotional ‘problems’ might not be [simply] a case of someone being difficult to work with.”

Employers Who Truly Accommodate

Prior to the awful experience described above, Margaux Wosk had worked as a supervisor in a retail business for an extremely accommodating employer, “having an employer who cared really meant the world to me. They knew that I was a neurodivergent, and they did everything they could to accommodate me and make me comfortable… I felt accepted and wanted in [that] environment, and … they really cared about the things I could do versus what I wasn’t able to do. [It] made a huge difference. When asked about some of those things they could do, Wosk mentioned their ability to retain a high volume of knowledge, affinity for problem solving, strong attention to detail, and customer focus. Wosk started their first business at age 14 selling vintage products on eBay and following their experiences in the ”employed” world, returned to retail in selling affirming merchandise to help others with finding and expressing their voices.

When asked what it was like to work for an employer who can truly accommodate her needs, Fen Bailey said “I’ll say this first: I have never worked for an employer that could fully meet every single need, and honestly, that’s ok. My current employer, however, has gone above and beyond what I had hoped for an expected… sick bank time… supplying me with as quiet a place to work as possible… sourcing a noise-cancelling headset for office use, to eventually transferring me out of the department I started in to another one to try and better meet my needs… there is an understanding that I may need to step away to regulate myself both emotionally and physically, with systems in place to ensure I am still working my full hours. … Both my team leader and manager … have been and continue to be incredibly understanding and willing to learn about how autism affects my day-to-day function both in and outside of the workplace… they’ve helped me put a contract in place … that lays out our responsibilities to each other, and while it hasn’t been perfect, I can say with confidence that they’ve truly done their best to accommodate me”.

Aryn Green had a challenging time in job interviews, constantly telling themselves to “look at [the interviewers’] faces from time to time… and not [engage in] info dumping about plants.” Green was really hemming and hawing about whether to disclose their autism at the interview stage. “The real barrier starts before you are even hired… [I heard] too many horror stories about friends disclosing [they are autistic] in interviews… because it makes employers/interviewers awkward on how to respond to it, or they have their own stereotypes about what autism is.” In the end Green decided not to disclose to their prospective employer, however, knew that regardless of any disclosure, it was apparent they were dealing with an inclusive leader. “The Owner… is lovely and embraces all people that she feels are a good fit.”

The Journey to ASD Inclusivity

Green cautions employers and HR professionals that someone who works excessively might not be “too ambitious” or passionate, and that someone who works slowly might not be “too cautious.” When it comes to inclusion for neurodiversity in the workplace, awareness is critical. Green suggests that “including a question like ‘do you have any sensory challenges that might need accommodations?’ could open up the door for more narrative surrounding actual acceptance and accessibility… [and] tells the interviewee that perhaps the potential employer is listening.”

“For autistic folks in customer-facing roles who want to make it work” counsels Bailey, “be kind to yourself, rest, and take care of yourself. Navigating emotional situations with clients will be exhausting, especially if you have to try and defuse the situation.”

Wosk left these final words on the journey to inclusivity: “I absolutely believe that with the right support system, and the right understanding, that autistic people can be an incredible asset to an employer… but [employers] have to understand the nuances that come with that… [employers need to] start doing some research about the situation or attend online seminars, but it will really help to expand their idea of what neurodiversity looks like in the workplace”.

Writing this article as a non-autistic person was a very educational and thoughtful experience. Margaux, Fen, and Aryn were incredibly supportive and helped me understand more about appropriate terminology. I do not purport to be a subject matter expert, or even consider myself as someone overly knowledgeable about autism, but I express humble gratitude for the learning experience, and how my learning might have the ability to spark a desire for learning in someone else.


[1] [2] https://autisticadvocacy.org/about-asan/about-autism/

[3] [4] Name changed for privacy and employment protection purposes.


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.



Future-Ready HR: A Recap of the CPHR Alberta 2026 Conference

By Jessica Jaithoo • June 25, 2026
Author: Rheya Patel , 2026 Social Media Committee Member Leading with Courage, Empathy, and Connection Over the past two days, people leaders and business professionals as well as members of our CPHR Alberta community gathered at the BMO Center in Calgary to explore the ever-evolving terrain of Human Resources, firmly reminding me just how incredibly interesting, as well as important our work is in daily organizational operations. Coming from an in-person perspective, the energy was incredible. As Co-Chair of this year’s Social Media Committee, I had the privilege of attending both days, capturing these moments and learning alongside all of you. The overarching theme of this year's conference was clear: while technology and processes are evolving, the future of HR is fundamentally asking us to be more human. Day 1: Adaptability and Breaking New Paths We kicked off Day 1 with a focus on Change Management. The first panel emphasized that in a world defined by constant shifts, HR must prioritize workforce planning and clear communication to remain resilient. One of the most unique panels on day 1 explored the world of Military Reservists led by three actively serving reservists. It was intriguing to learn about skills that can be transferred both "on and off the field"—such as leadership under pressure and community networking—and how undoubtedly invaluable they are to the professional world. Our panelists also touched on the vital importance of motivating and connecting with Canadian youth to build our future talent pipelines. Our closing panel was a powerful discussion on Leading the Future. The message was bold: do not wait for a path to be cleared for you. Courage is the Catalyst: Small ideas can spark massive change. Validation through Action: When you take the lead, others join the idea, creating the momentum needed to become a changemaker. A New Approach to Leadership: Instead of leading solely with data, processes, or solutions, the panel challenged us to lead with stories, questions, and silence. However, this was not the end. After all scheduled events, the day wrapped up with an HR Social in our exhibit hall. And though my duties were finished for the day, I took full advantage of the opportunity to meet with other HR professionals to continue to learn and grow. Receiving invaluable tips on starting off my own career as an emerging HR professional. Day 2: Culture, Integrity, and the AI Balance Day 2 shifted our focus toward the internal health of our organizations. I firmly believe that organizations should take care of the people within, just as they care about the people on the outside. We can think of it as how we take care of ourselves and each other. Empathy causes us to care deeply for others, but sometimes caring for ourselves can lose priority in our day to day lives, but our bodies are tuned in to making sure we don’t forget. Such as internal signals to let us know when we’re tired, our stomachs rumbling to indicate hunger. These internal signals can be a mini, personal version of an HR group, taking care of the internal needs while we take care of external needs. Starting bright and early, our opening keynote speaker addressed the difficult reality and complexities of toxic bosses. As HR professionals, it is our responsibility to ensure toxicity isn't "hidden in plain sight," to hold these bosses accountable, and to protect employees from potential retaliation when reporting harmful behavior. It is part of our role to reach the root of the issue and help to resolve it before the weeds grow out of control. Our first micro-session of the day dove into a matter that has become a topic of intense discussion as of recently. Our Aging Workforce. The speaker brought up insightful thoughts on mitigating the impacts, redesigning work environments to support employees at every life stage. By debunking the myth that older workers are "more expensive" and encouraging mentorship between generations, we create a more inclusive culture. The Role of Trust and Culture The second microsession of the day served as a great reminder to all those who attended the conference, that culture and trust are formed much earlier than we often assume. From the transparency of the hiring process to the clarity of defined roles, the employee experience begins the moment trust is established. And this can serve as a defining factor in a candidate’s decision when applying for roles as well as accepting offers. The "Ghost of AI" vs. Human Connection I had the pleasure of attending one of the three offered breakout sessions for day 2, and it touched on an increasingly more relevant concern emerging in the HR world and in the workforce in general. Artificial Intelligence. While AI is a powerful tool for managing vast amounts of data and streamlining applications, we must be wary of its "ghosts." The AI Limit: While AI can assist in conflict analysis, it is largely useless in resolving conflict if there is no genuine human connection. Three Smarts: To navigate conflict, we need a balance of book smarts, street smarts, and—most importantly—emotional smarts. Connection is the Cure: As we use AI more, we risk connecting with each other less. Conflict resolution requires building real bridges, not just analyzing data. With AI becoming much more prevalent in today’s workforce, being more reliable in terms of productivity and efficiency, it is missing the lifeblood of any organization. Being human. While AI has many uses and can easily adapt on the flick of a dime, it is us, the culture, being human, that makes a workplace come to life. Closing with Empathy To close out this years’ CPHR conference, our final keynote on transformative leadership was led by the Honourable, Beverley McLachlin, the first female and longest-serving Chief Justice. While short, it had to be the most powerful session I got to attend over the two day conference. The lesson was simple, yet profound: Leading with integrity and empathy means finding the best in your people and highlighting their unique strengths to succeed as a unified team. And I believe this is what HR is about. Working with people that bring out the best in each other to form strength and unity in the workforce. Looking Ahead to 2027 I hope everyone learned something invaluable that changes the way they work. That we all remember, in the end, the future isn't just about efficiency; it's about courage, flexibility, and a deep commitment to the people we serve. It was a privilege to be part of capturing insights from the Conference with the Social Media Committee. You’ll soon have the opportunity to revisit select sessions when our On Demand offering launches. Stay tuned this fall for ticket sales for the CPHR Alberta 2027 Conference, happening in Edmonton on June 9th and 10th. We can’t wait to welcome you back!

An Update from your Board of Directors - June 2026

By Marina Perkovic • June 16, 2026
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance across key strategic and operational priorities.  To maintain transparency with members and stakeholders, we continue to share post-meeting updates to highlight progress, key decisions, and how we are advancing the HR profession while ensuring a strong and sustainable organization. The Board of Directors met in June 2026 to review organizational performance, governance priorities, and long-term sustainability. The Board’s key messages for the membership are as follows: Continued Membership Growth CPHR Alberta continues to grow, with membership increasing by 4% year-over-year to 7,559 active members. Growth is being driven by strong engagement from students, future HR professionals, and members pursuing the CPHR designation, demonstrating the continued strength and relevance of the HR profession across Alberta, the Northwest Territories, and Nunavut. Strong Financial Position The Board reviewed Q1 2026 financial results and continues to closely monitor financial performance and long-term sustainability. CPHR Alberta remains committed to responsible stewardship of member resources while investing in programs, services, technology, and professional development opportunities that deliver value to members. Investing in the Future of the Profession Advancing the visibility and influence of the HR profession remains a strategic priority. A new province-wide marketing campaign has launched to position CPHRs as trusted business leaders and strategic partners, while increasing awareness of the value of the designation among employers and the broader business community. Supporting Future HR Professionals Student membership continues to be a key driver of growth, reflecting strong interest in HR careers and the CPHR designation. CPHR Alberta remains committed to supporting students, candidates, and emerging professionals as they progress through their HR careers. Continuous Improvement in Governance and Member Service The Board and its committees continue to strengthen governance practices, review policies, and enhance Board effectiveness. This ongoing work ensures oversight remains aligned with leading practices and supports a strong, sustainable organization for members. Focus on Long-Term Sustainability The Board continues to review long-term financial planning, revenue diversification, and future membership dues strategy. These efforts are aimed at ensuring financial sustainability while maintaining the value delivered to members. Looking Ahead The Board’s focus for the remainder of 2026 includes: Continuing to grow membership and engagement Expanding the visibility and influence of the HR profession Supporting a future-ready HR community Maintaining strong governance, risk management, and financial oversight Delivering high-quality programs, services, and member experiences The next Board meeting takes place in November 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!

Reimagining Modern Fatherhood in the Corporate World

By Jessica Jaithoo • June 11, 2026
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer "By the time you truly understand your father, you have become one yourself, and your father may no longer be in the world for you to tell him." It's a thought that stays with Jitendra Das, and one that lands especially close around Father's Day. Jitu, to those who know him, is a Senior Human Resources Business Partner at Amazon, where he partners with business leaders on organizational effectiveness, talent strategy, leadership development, and culture. Behind that work sits more than 16 years of HR experience across India, the Middle East, Southeast Asia, and North America. Alongside his corporate role, he is an ICF certified executive coach at the PCC level with over 2,500 coaching hours, having supported leaders across Fortune 500 companies in unlocking their potential and navigating personal and professional growth. But the role that shapes everything else is a quieter one. He grew up watching a generation of fathers who showed love through provision, and made himself a different promise, to show it through presence. He wants his son, Ayaan, to remember the school runs, the bedtime stories, the nothing-in-particular evenings. As he puts it: "I am not building a career despite being a father. I am building it because of it." This Father's Day, we interviewed Jitu to talk about what modern fatherhood asks of men at work, the leave they don't take, the bias they navigate quietly, and what it really means for a working father to feel safe being fully himself. 1. You are uniquely positioned to advocate for policies like parental leave for fathers. Do you feel a personal responsibility to champion men’s work-life balance and mental health in the corporate world? Absolutely, and I think responsibility is the right word, not just opportunity. Men's mental health and work-life balance remain largely underdiscussed in corporate spaces, and the cost of that silence is real. Burnout, disengagement, and leaders who are physically present at work but emotionally absent at home, these are symptoms of a culture that never gave men permission to be human. In Canada, fathers have access to parental leave, yet the uptake remains far lower than among mothers, not because fathers do not want to be present, but because the culture has not caught up with the policy. I want to help close that gap. Not just through advocacy in meetings, but by modeling it myself, being visible about my own boundaries, talking openly about Ayaan and what being present for him means to me, and making it easier for the men around me to do the same. If I cannot use my platform to normalize that, then what is it for? 2. Working fathers often face a subtle social bias where they are viewed as the 'secondary' parent. How can HR teams and leaders shift corporate mindsets to recognize and respect men as primary, equal caregivers? The bias is real, and it often lives in the small things: a father who leaves early for his child's recital gets noticed differently than a mother who does the same thing, and a man who sets a hard stop for school pickup reads as less committed rather than more present. HR teams need to look at this structurally, because in Canada, parental leave is available to both parents yet the uptake among fathers remains significantly lower, and that gap is not about desire, it is about what leaders normalize. If no senior man in an organization has ever visibly taken parental leave, that silence is a message. I keep Ayaan's school events on my calendar and I do not hide them, because representation in everyday behaviour is more powerful than any policy document 3. There’s an old stereotype that fathers should always be the 'unshakable pillar.' How have you learned to embrace vulnerability, both as a dad and as a professional leader? When we moved to Canada in 2022, I went through a period of professional uncertainty I was not prepared for, having built my career across India, the Middle East, and Southeast Asia and then starting over in a new market without the network I had spent years building. My wife Megha held the family steady during that time, and watching her do that taught me the difference between being a pillar and being a wall: she was not unaffected; she was grounded. I have told Ayaan when I have had hard days, not to burden him, but to show him that naming something difficult is not weakness, it is how you move forward. That same principle lives in how I coach leaders now: vulnerability is not the absence of strength, it is the honesty to say where you are, and that honesty builds more trust than any polished performance. 4. What does psychological safety look like for a working father? Have you ever felt pressure to hide family obligations to maintain a certain professional image? Yes, early in my time in Canada I was careful about how much I revealed as a father in professional settings, because there is an unspoken test that working fathers navigate: prove your commitment by making your family invisible at work. But I think about Ayaan running to show me a drawing he made at school, not because it was perfect, but because he wanted me to see it, and that unconditional trust reminds me that the most important audience for how I show up is not in the boardroom. Psychological safety for a working father means being able to say I am leaving early for my son's event without it being read as a lack of ambition. The day that becomes unremarkable is the day we have actually made progress, and as HR professionals, building that culture is not a nice-to-have. It is the work . A Wish for Father's Day “Fatherhood did not soften my professional edge. It sharpened it, gave me a reason to build something worth being proud of, and a daily reminder of what I am actually working for. This Father's Day, my wish is simple: I hope working fathers across Canada and the world feel seen, take the leave they are entitled to, and show up for the bedtime stories. And I hope their organizations build cultures where none of that is a trade-off. Ayaan, this one is for you.” Jitu's wish is a modest one, but the shift it asks of our workplaces is not. It asks for cultures where presence, honesty, and a hard stop for school pickup read as strength rather than absence, where showing up for your child is never a trade-off against showing up at work. This Father's Day, that feels like a goal worth building toward. Wishing everyone a Happy Father’s Day!
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