In honor of World Autism Awareness Day on Wednesday, April 2, support autistic employees by creating an inclusive, autistic-friendly workplace.
Disclaimer: As the name suggests, Autism Spectrum Disorder (ASD) encompasses a range of neurodevelopmental conditions that can make it harder for individuals to navigate systems designed around neurotypical norms—the assumption that neurotypicality is the only ‘normal’ or valid way to be. In reality, there is no single ‘right’ way to exist; autism is simply part of the natural diversity of human neurology. Likewise, there is no one ‘normal’ way to experience autism. This article offers guidance on creating an autistic-friendly workplace, but since neurodiverse needs vary, the best approach is always to ask autistic employees directly what they need to thrive in the workplace.
“What a man can be, he must be.”
So says renowned psychologist, Abraham Maslow, the theorist behind the eponymous Hierarchy of Needs, which identifies self-actualization as the highest level of human need—attainable so long as a person’s physiological, safety, belonging, and esteem needs are met, enabling them to focus on growth rather than mere survival. It is through this capacity to grow, develop, and express one’s innermost self, Maslow contends, that people are ultimately able to find true meaning and purpose in life, thus achieving a state of happiness and peace of mind. Without it, feelings of dissatisfaction, frustration, and despair inevitably take root, with far-reaching consequences for one’s health and overall wellbeing.
Unfortunately, these outcomes are all too common in the autism community, where four in five individuals struggle with mental health conditions like depression and anxiety, and an estimated two-thirds experience suicidal thoughts—nine times the rate of the neurotypical population. Studies suggest that such disparities stem largely from a greater likelihood of negative life experiences, chief among them unemployment and victimization. Tellingly, more than half of employers openly admit to their unwillingness to hire neurodivergent talent, leading upwards of 70 percent of autistic adults to “mask” their autism at work—in effect hiding who they are and pretending to be someone they’re not—an experience that no doubt takes a profound toll on a person’s psyche.
Such was the case for Katie Forbes, engagement producer, TEDx speaker, and founder of Autistic Flair, who ended up in the hospital after years of masking led her to contemplate suicide. “My only way to survive was to be like everybody else,” she said during her TEDx Talk. “I thought I’d learned to mask my autism to protect myself, but really, it was damaging my self-worth; teaching me the real me wasn’t good enough.”
Given the obvious consequences for doing so, why did Katie, like so many other members of the autistic community, feel the need to mask in the first place? Well, what Katie soon realized, just like many of her peers who have gone on to advocate for radical changes to the way we approach, understand, and accommodate autism, is that the cause of her difficulties wasn’t her autism, but her environment: “I didn’t hate that I was autistic. I didn’t hate that I was different. I hated the way others treated me because I was autistic and different. It took me 24 years to realize this; 24 years of hating myself. And why?”
Dr. Jac den Houting, autism researcher, psychologist, and activist, offers an explanation in their own TEDx Talk: the answer, in short, is how the medical world frames autism as a problem, subsequently shaping society’s understanding of autism to match that perspective.
“Most people understand autism through medical assumptions. They understand autism as a medical condition, a disorder, even as a tragedy. In the medical paradigm, we are taught to believe that there’s a correct way to develop neurologically; that there’s a right way for our brains to work—a normal way—and that any other way of developing is wrong and needs to be treated and fixed,” Houting explains, adding that the scope and focus of historical and ongoing research certainly doesn’t work to dispel such perceptions.
“The vast majority of research conceptualizes autism as a ‘problem,’” they contend. After conducting an extensive literature review of Australian studies on autism, they found that:
- 40 percent of funding in autism went to genetic and biological research: why are autistic people “the way they are? And is there a way to prevent it?”
- Another 20 percent went into investigating treatments: “Finding out if they can be made to act ‘a bit less weird.’”
- Only 7 percent of funding went to research investigating services to help autistic people.
Thus, under medical model to understanding and “solving” autism, Houting avers, “disability is assumed to be an individual problem; [the model] places disability within the disabled person.” But what the neurotypical and able-bodied community needs to understand—including educators, employers; peers and coworkers—is that conditions like autism do not hold people back, discrimination does. Instead of considering disability as something that disabled people carry around with them like luggage (per the analogy used by Houting), people instead need to think of ‘disabled’ as a verb: “I’m not disabled by my autism…I’m disabled by my environment,” Houting testifies. “[Disability] is something being done to me. I am actively being dis-abled by the society around me.”
In fact, plenty of studies have shown that social “deficits” commonly associated with autism—specifically, difficulty communicating and interacting with others—are really misconceptions or mutual miscommunications, as autistic researcher, Dr. Damian Milton, puts forth in his theory known as “the double empathy problem.” According to his theory, when two groups with very different life experiences interact with each other, they are likely to struggle to empathize with each other, a problem that is only exacerbated when one of their key differences is the way in which they use and comprehend language. But unlike what the medical model of autism or neuronormativity philosophize, neither one of these groups—in this case, the neurodivergent or neurotypical group—is “wrong” or “disordered” in how they communicate: they just don’t know how to communicate with the opposite group in a way that makes sense to them.
To demonstrate this, a recent study led by Dr. Catherine Crompton at the University of Edinburgh had three sample groups—one with all neurotypicals, another with all autistic people, and a combined third group—play a game of telephone. What they found is that the first two groups were equally accurate and clear in their peer-to-peer information sharing, while only the third group struggled. What this means is that the communication problem that exists between neurotypicals and autistic people isn’t due to any deficit among the latter group, but rather, a mismatch in communication styles that both groups must work together to resolve.
What this Means for Employers
All of that to say, when it comes to creating an accommodating and autistic-friendly workplace, employers first and foremost need to understand that the goal is not to “fix” or “solve” their autistic employees, nor is it to fix or solve problems “created by” autistic employees and their “deficits.” Instead, creating a more inclusive work environment is about alleviating deficits in the workplace itself in terms of its ability to adequately support all employees and enable them to work at their best and reach their full potential.
How to do so?
While every employee will come with their own unique set of strengths, weaknesses, and preferences regarding what workplace or environmental conditions allow them to do their best work, there are some work-related challenges that autistic employees are found to commonly struggle with, including:
- Hypersensitivity or sensory overload to sights, sounds, smells, etc.
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- Forgetting about a task if a physical marker of its existence is out of sight
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- ‘Forgetting’ or not thinking about other people if they are out of sight
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- Struggling to believe that a relationship is still intact in the face of conflict or disagreements
- Emotional dysregulation, including:
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- Alexithymia, in which a person struggles to experience, identify, and express emotions
- Interpersonal or communication problems
- Structural challenges, including:
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- Adherence or attachment to strict routines, schedules, or procedures
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- Issues with time management or organization
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- Intolerance toward change in routine, environment, or management
With these challenges in mind, it’s important to note that none of them are indicative of intellectual deficits. After all, autism is a complex neurodevelopmental condition, not an intellectual, learning, or neurological disorder. That said, the need for accommodation is in no way a reflection of an autistic employees’ ability to perform the essential functions of a job. On the contrary, when these workplace barriers are reduced, autistic workers are shown to be just as skilled and proficient at their jobs—if not more so—than their neurotypical peers, thereby making any deficits in performance a reflection of the environment’s ability to serve its purpose, and leaders’ ability to create an inclusive workplace for all employees.
Food for Thought: Reconsidering DEI
The link between workplace accessibility and inclusivity highlights a broader issue: the need for organizations to reassess their Diversity, Equity, and Inclusion (DEI) strategies.
Despite the steps many workplaces have taken to improve diversity, DEI efforts often remain reactive, addressing issues only as they arise rather than proactively creating inclusive environments. “Last year, the call was for more gender in leadership, and this year it’s all about racial equality,” or “Now that I’ve prioritized hiring underrepresented talent, I suppose it’s time to assess how they’re faring in the workplace.” Whether or not this thought process is intentional, it’s a real hindrance to true progress in the workplace. The question that employers really need to ask themselves is: “Do I really need to wait for a complaint to act on harmful or exclusive business practices? Must a member of a historically marginalized community be present before the effort to make the workplace accessible begins?”
After all, in the case of autistic employees, this is not some small minority being “catered to,” but a sizeable portion of the workforce that deserves an accessible work environment.
While a precise estimate is difficult due to the variety of ways in which autism can present (with many individuals showing no obvious signs), current data suggests that more than one in 100 people worldwide are somewhere on the spectrum, while up to 30 percent of the population is said to be neurodiverse (comprising conditions like ADHD, OCD, dyslexia, dyspraxia, Tourette’s syndrome, and others).
Given that many autistic individuals will go through life undiagnosed—with many more choosing not to disclose their condition due to fears of rejection or discrimination—it’s likely that many organizations already employ neurodivergent talent—unbeknownst to them—and will continue to do so. So, for those thinking “now is not the time” or “this doesn’t concern me,” the truth is: it does.
Creating a More Inclusive Workplace: Getting Started
With that said, while the steps an organization will need to take to create a more inclusive and accommodating workplace will vary, there are some key (and simple) solutions that all organizations should adopt, starting with inclusive hiring and onboarding practices.
The job application and interview process are formidable barriers for autistic individuals seeking employment. Empirical research shows that individuals who struggle with linguistic nuances, like understanding figurative language, will often opt out of applications if they don’t meet every single requirement listed in a job posting. Those who do proceed to face unrealistic—and often irrelevant—expectations in interviews, such as maintaining eye contact or engaging in small talk. These expectations are stressful and, more importantly, fail to assess whether a candidate is truly qualified for the job. This is frustrating for many autistic candidates who tend to be self-aware and in touch with their strengths—and are more than capable of demonstrating them when given the opportunity.
As Dr. Ludmila Praslova, Professor and Founding Director of Graduate Programs in Organizational Psychology at Vanguard University—who is autistic herself—asks: “Why use an instrument that is a barrier to fair hiring, if replacing it with more valid selection mechanisms…will remove the unfair barrier for all applicants and help ensure you’re hiring the most qualified talent?” To this end, Dr. Praslova and other advocates suggest alternatives like prioritizing work samples (which can be anonymized to prevent bias), job knowledge tests, and structured, job-relevant interviews. For those who still wish to retain the interview format, simple modifications such as off-camera interviews, quiet interview spaces, sending questions in advance, and focusing solely on job-relevant inquiries can provide a more accurate assessment of a candidate’s qualifications.
Another essential step employers can take to attract and retain neurodivergent talent is to demonstrate their commitment to accessibility right from the recruitment process. Many employers proudly advertise their commitment to diversity on job applications, but why should those with disabilities be willing to disclose if they cannot be sure that they won’t be wrongfully dismissed or discriminated against if hired for being disabled? By offering multiple opportunities for candidates to request accommodations prior to the interview and engaging in open discussions about accommodations during the interview itself, employers send a clear signal that their workplace is safe, inclusive, and supportive.
Another glaring flaw in many DEI strategies is that ‘DEI’ seems to serve as a three-letter acronym for one single word: “diversity.” To some, simply boasting a diverse workforce makes them champions of diversity, equity, and inclusion. But diversity alone is not enough to guarantee equity and inclusion. True inclusivity requires policies, practices, and a work culture that ensures all employees—regardless of background or neurodiversity—can thrive. Employers often shy away from terms like ‘inclusion’ and ‘equity,’ fearing that embracing these concepts means completely overhauling their organization. But in reality, DEI strategies are no different from any other effort an employer makes to retain top talent—they are simply good business practices.
Once autistic employees have a fair and equitable way of getting their foot in the door, the next question becomes: “What about the environment needs to change to motivate them to stay?” As Dr. Praslova noted in a powerful article for HBR, “When [autistic people] assimilate into systems that discriminate against us, [they] may unwittingly perpetuate discrimination.” This occurs when employers mistakenly believe that providing accommodations simply helps the employee “fit in,” rather than making the workplace fit the employee’s needs.
his issue is compounded when accommodations are provided without sufficient context or explanation. Employers must not only explain why an accommodation is needed but also educate their teams to avoid stigmatizing or misunderstanding the process. For example, if an employee requests a quieter work environment due to noise distractions, the question shouldn’t just be whether that employee is impacted, but whether the office environment itself is disruptive to everyone’s productivity.
Ultimately, when employers fail to critically examine why accommodations are necessary—and fail to address their team’s attitudes toward autism, neurodiversity, and DEI—they inevitably fail to support their neurodivergent employees. As long as stigmas and stereotypes about autism persist—such as the belief that autistic individuals are “weird,” “different,” or need accommodations just to “fit in”—autistic employees will continue to face discrimination. So, too, will the vicious cycle of masking, mental health struggles, and disproportionate unemployment persist unless workplace cultures evolve to embrace true, meaningful inclusivity.
Creating Change That Lasts
To break this cycle and ensure that workplace accommodations are truly effective, employers must commit to transforming the culture of their organizations to actively support neurodiversity. This begins with mandatory disability or autism awareness training for all employees—especially managers—to educate neurotypical staff about neurodivergence, what it entails, and, just as importantly, what it doesn’t. By deepening understanding and appreciation, organizations can create an environment that supports neurodivergent peers. Regular communication—such as sending emails with links to blogs, resources, or studies—can further educate the workforce about the tangible benefits neurodiversity brings and challenge the harmful stereotypes that often persist about the community.
Equally important to these educational efforts is the imperative to listen to and amplify autistic voices. The #ActuallyAutistic movement emphasizes that employers must not only promote awareness but also take direct action against discrimination, harassment, and victimization. Acknowledging and validating the lived experiences of autistic employees, including addressing issues like gaslighting or infantilization, can help restore their autonomy in the workplace. This gives employees the agency to participate in discussions that impact their work environment, allowing them to advocate for themselves when necessary.
To that point, another critical measure for fostering an inclusive workplace culture is empathy-driven leadership. Managers should proactively engage with their team members to ensure that everyone feels supported, safe, and validated. For instance, if a manager notices an employee appears stressed or less productive, they should initiate a conversation to identify potential issues and discuss possible solutions, rather than waiting for the employee to come forward. Likewise, if an upcoming event or disruption (such as an emergency drill or large presentation) could disturb an employee, managers should reach out beforehand to arrange accommodations, rather than leave employees to navigate the issue alone.
Practical Accommodation Ideas:
While fostering an environment where employees feel confident in requesting accommodations is crucial, there are still several practical changes employers can implement right away. Some common accommodations for autistic employees include:
- Creating quiet zones or private office spaces to support those who are hypersensitive or easily overstimulated
- Establishing structured daily routines, including fixed break and lunch times
- Offering clear daily priorities to support employees with time management challenges
- Sharing meeting agendas, topics, or questions in advance to help employees prepare for social or formal interactions
- Providing thoughtful, constructive performance reviews that focus on growth opportunities rather than causing distress through rejection hypersensitivity
- Utilizing communication tools like Slack or Teams to facilitate collaboration, whether in person or remotely
- Organizing affinity groups and mentorship programs to foster peer connections and promote mutual appreciation of each other’s strengths and differences
An Inclusive Workplace Begins with Inclusive Leadership
Ultimately, however, the most impactful accommodations will stem from leaders’ willingness to adapt, empathize with, and support neurodivergent employees. This includes respecting their autonomy, adhering to their preferences, leveraging their strengths in a non-paternalistic way, recognizing the inherent value of diversity, and taking proactive steps to ensure inclusivity is at the core of the workplace environment.
When employers fully embrace neurodiversity and actively challenge the status quo, they not only pave the way for better treatment and acceptance of autistic employees but also help those employees better accept and value themselves. As Katie asserts: “Finally, I could see that my routines aren’t weird: they helped me to be extremely organized and reliable. I’m not slow: I pay greater attention to detail. And I’m not obsessive: I’m determined, compassionate.”
