Perspectrum – Insights on Autism and Neurodiversity in the Workplace

27
Apr 2023
169
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.



The Power of Sponsorship: Advancing Women’s Equality in Action by Calgary Chapter Committee

By Jessica Jaithoo • August 21, 2026
Each year on August 26th, Women’s Equality Day offers an opportunity to reflect on progress toward gender equity while recognizing the work that remains. While legislative milestones have helped create a more equitable foundation, the lived experiences of women in today’s workplaces tell a more nuanced story. To explore this further, we invited a group of women leaders to share their perspectives on equality in practice, the barriers that persist, and the actions needed to drive meaningful change. Their responses highlight both the progress made and the opportunities ahead. Contributors: Chelsea Harper, Director of Human Resources, Stoppler Hughes Christine Dagenais, Founder and CEO, Bright Wire Leadership Development Connie De Ciancio, Chief Commercial Officer, Strathcona Resources Michelle Dulmadge, Executive Vice President Human Resources, Surerus Murphy Rosy Makkar-Sethi, Portfolio Head of HR, Volaris Group Sabrina Brock, Vice President Human Resources, TriSummit Utilities Inc. To guide the discussion, we asked each contributor to reflect on three questions: What does women’s equality truly mean to you in today’s professional or leadership context, beyond formal policies or stated commitments? From your experience, what structural or cultural barrier continues to limit women’s advancement, and where do you see the greatest opportunity for progress? What is one action by leaders or organizations that can meaningfully advance women’s equality, and why does it matter now? Across responses, women’s equality was described not just as a policy outcome, but as a lived experience of fairness, recognition, and opportunity. As Chelsea shared: “It requires acknowledging that women have historically been conditioned differently in the workplace and society. The goal is to build workplaces where women are valued, compensated, and developed equitably enough that gender eventually becomes irrelevant to the conversation.” Connie emphasized fairness in assessment: “It is when people are genuinely assessed on their capability, judgment, performance, and leadership potential, not on assumptions or labels. It is not about lowering the bar or advancing someone because of gender; it is about making sure the best person has a fair opportunity to step forward and be recognized.” Sabrina reflected: “It is the experience of truly feeling valued for who you are as a professional and as a leader, where gender is not a topic of conversation. It also means being surrounded by more women in senior leadership roles due to equal access to stretch roles, equivalent tolerance for risk-taking, and performance judged by the same standards.” Despite progress for women in the workplace, certain barriers remain and are often invisible to those who have not experienced it. Chelsea reinforces the deeper context behind these challenges: “A true commitment to women’s equality requires acknowledging that history and understanding how deeply it still impacts confidence, negotiation, leadership presence, and career progression today.” Rosy names it directly: “A persistent barrier I continue to see is the reliance on subjective notions of leadership potential, often shaped by familiarity and unconscious bias. In my experience, this disproportionately impacts women, and even more so women of colour, whose strengths and leadership styles may not align with the traditional model. I have seen how this can limit access to opportunity despite clear capability and performance.” Subjectivity, when left unchecked, defaults to familiarity. Familiarity tends to favour the dominant group even when it is not intentional. This habit will continue to be consequential in the workplace. Sabrina offers a common example of how this bias shows up in practice: “If the behaviour is assertiveness, men may be seen as strong, confident, decisive leaders; however, when a woman behaves that way, they may be seen as aggressive, difficult, or abrasive.” The good news: Michelle calls for organizational accountability. “When equity is treated as a business discipline, not just a values statement, it becomes measurable and sustainable.” Christine adds the human dimension: “Real progress happens when women stop waiting for permission and start taking their seat at the table and when men in leadership actively sponsor and advocate for women, not simply as a diversity initiative, but because it strengthens teams and organizations.” Together, they point to the same truth: meaningful advancement requires both systemic intention and individual confidence. These examples are not seeking for exception, but consistency. Women want to be seen clearly, assessed fairly, and given the same opportunities to rise, or stumble, that their peers receive without having to ask. Building on this, one theme emerged clearly in how contributors see progress taking shape: the importance of sponsorship. Respondents highlighted the impact of leaders actively advocating for capable colleagues - particularly those who may not yet recognize their own potential or have had opportunities to demonstrate it. Rosy emphasizes the role of leadership influence, noting that “When leaders use their influence to advocate for women in succession discussions, critical assignments, and promotion decisions, opportunities for women increase significantly”. Similarly, Michelle reflects on the tangible impact of sponsorship in practice: “In my career, the moments that accelerated growth were when a leader put my name forward for something I had not yet been given the chance to prove at scale. Those decisions build confidence, capability, and visibility in ways that formal development programs cannot”. The urgency of this approach is reinforced by Connie, who notes, “This matters now because organizations need the strongest possible leaders, and they cannot afford to overlook capable people who may simply need a push to step up.” Christine expands on this broader organizational impact, stating “The leaders who understand this do not see equality as a favour or a quota. They recognize, as research continues to show, that advancing women’s equality is a strategic advantage. And importantly, they understand that creating greater equality is not a zero-sum game. When women rise, organizations, teams, and communities benefit alongside them.” Collectively, these perspectives highlight key actions: sponsorship, creating meaningful opportunities for growth, and encouraging individuals to recognize and step into their potential. Advancing women’s equality requires intention, advocacy, and action - turning insight into impact by championing talent and ensuring no potential goes overlooked.

Before the Title: HR's Role in Growing Leadership Capacity

By Jessica Jaithoo • August 19, 2026
Author: Kanwaljit Chaudhry We often begin developing leaders after we have given them something to lead. Someone is promoted into their first supervisory role. They join a leadership development program, receive coaching, attend workshops, or are paired with a mentor. All of these can be valuable. But by then, leadership development has already been happening. Long before the title arrives, people are learning how to exercise judgment, influence others, navigate disagreement, take responsibility and make decisions when the answer is not obvious. The question for HR is: Do we have to wait for the title to help those capabilities grow? Create opportunities, not just programs Some of the most valuable leadership development happens through work itself. A stretch assignment. Leading a small project. Presenting an idea to senior colleagues. Coordinating people who do not report to you. Navigating competing priorities. Being trusted to make a decision rather than simply carrying one out. None requires a management title. HR can help organizations look at development as not only as courses people attend, but as experiences people need. That may mean encouraging managers to distribute meaningful opportunities rather than repeatedly turning to the person who is already proven. It may mean designing project work so different employees have opportunities to lead. It may mean making mentoring, coaching or job-shadowing available before someone enters a formal leadership pipeline. The objective is not to make everyone a manager. It is to give more people opportunities to build capabilities that will serve them whether or not formal leadership is their eventual destination. Make room to learn from experience Experience alone does not necessarily create development. Two people can go through similar experiences and take very different things from them. What often makes the difference is the opportunity to reflect: What worked? What didn't? What did I notice about myself? What would I do differently next time? HR can help make those conversations part of development rather than leaving them to chance. A manager checking in after a difficult project can ask more than, “Did we deliver?” A mentor can help someone examine why a conversation went differently than expected. A performance discussion can explore not only what someone accomplished, but how they influenced others, exercised judgment or responded when things became uncertain. These are relatively small interventions. But they help turn experience into learning. Notice leadership before it becomes obvious There is another role for HR: helping organizations broaden what they notice. Potential does not always announce itself loudly. The person who volunteers to coordinate a complicated piece of work may be demonstrating leadership capacity. So might the employee who brings people together when a team is stuck, asks the question no one else is asking, helps a colleague succeed without needing credit, or remains thoughtful when everyone else is rushing toward an answer. If we look for leadership potential only among those who already resemble our current leaders, we may keep finding the same kinds of people.  Creating broader opportunities allows capability to become visible before we decide who has it. Pay attention to what the organization teaches Organizations are also developing future leaders when they are not deliberately trying to. Employees notice who gets promoted. They notice what behaviour gets rewarded, whose ideas receive attention and what happens when someone makes a mistake. They notice whether managers share information or protect it, whether difficult conversations are avoided or handled respectfully, and whether asking for help is treated as good judgment or weakness. These observations become lessons about what leadership looks like here. HR influences many of the systems through which those lessons are reinforced e.g., performance management, recognition, development, succession planning and promotion among them. That makes an important question worth asking: What are our people learning about leadership from the way our organization actually works? The answer may tell us as much about our leadership pipeline as any competency framework. Before the title Leadership development does not have to begin with a leadership program. It can begin when someone is trusted with something slightly beyond what they have done before and supported while they figure it out. It can happen when a manager shares the reasoning behind a difficult decision rather than only communicating the outcome. It can happen when someone gets to lead a project before they have people reporting to them. And it can happen when an employee has someone who helps them make sense of an experience rather than simply move on to the next task. HR cannot manufacture leaders. But HR can help create workplaces where people have opportunities to practise judgment, responsibility, influence and reflection long before a title makes those things part of their job description. Perhaps the question is not only “Who are our future leaders?” It is also: “What are we doing today that gives future leadership capacity a chance to emerge?”

What HR Leaders Are Telling Us Their Organizations Need Right Now

By Marina Perkovic • July 22, 2026
At the CPHR Alberta Conference, we asked HR leaders one question: What leadership capability matters most for the future of your organization? Leaders picked up a star and placed it beside their answer. By the end of the conference, HR leaders cast 131 votes across 16 capabilities. Three stood out, with two tied for first place. Here is what they told us. What the Data Showed The capabilities on the board came from Bright Wire's PLUS Leadership Framework, a proprietary model built to define what effective leadership looks like across every level of an organization and is organized across four dimensions: Courageous Coach-Like Disciplined for Results and Relational The results below reflect the capabilities HR professionals believe matter most. 
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