Autism in the Workplace: Redefining What Makes a ‘Good’ Job Candidate ?

As the years have passed and our social understanding of the autism spectrum has increased, we are beginning to recognize the boundless abilities of autistic individuals instead of focusing on the limitations of the condition and labeling it a disability. This is due to the movement from a medical model, where the focus is to “fix” or “change” individuals to fit into a “typical” society, to the social model, which understands that many of the constraints that we have set on people come from  society’s organization around our attitudes and stereotypes of how things should be. Within the social model, we analyze barriers that may be keeping a person from achieving their potential and then create structures of support to help them reach it. 

In my work, my primary focus is on employment. How can we create opportunities for individuals with cognitive differences to access meaningful work? The benefits of employment are important to everyone—financial independence, access to community, a sense of identity, mental and physical wellness, and much, much more. But there is a population that often does not get access to joining the workforce, and mainly it is because of our social expectations of what defines a “good” job candidate. 

In the hiring process, many employers are seeking an employee who is a “cultural fit” for their organization. This often leads to further stereotyping of individuals on the spectrum, as people typically prefer to hire someone with whom they share common ground. This tendency can make it very difficult for an individual who has autistic characteristics to get through the initial interview process. Common autism traits can include differences in communication style or social skills, repetitive behaviors, a focus on specific interests, or sensitivities to the environment such as lights, sounds, or smells. It can become challenging for individuals who struggle in any of these domains to connect with employers or find vocational opportunities where people can see beyond these superficial differences. 

Imagine a candidate who comes in for an interview and is unable to make consistent eye contact. During the interview, they continuously rock back and forth. When you ask specific questions about the job they are applying for, they give you brusque, direct answers, but their responses are all correct. Would you hire them?

Now let’s take a look at these same characteristics through a different lens. In the above example, that candidate has the answers. They know how to complete the job. And with their focus and the repetitive behaviors they engage in, you can deduce that they are able to stay committed to their tasks and diligently complete the work. Knowing this, would you hire them? 

The same traits that society was once unaware or unsure of are now beginning to be recognized as great assets—if we create the right environments to support them. Companies are becoming increasingly aware of the social and business benefits that a neurodiverse workforce can bring to an organization—from increased productivity to higher levels of retention and greater innovation and creativity. These are all workplace advantages that employers can gain from hiring autistic employees. And yet 85% of autistic adults are still unemployed. 

There is more work to be done to recruit and offer opportunities to autistic adults. Doing so will not only help the individual, but it can also unleash more potential in the workplace and create ripple effects in society to promote independence for a larger community supporting the individual. If you are an employer and looking to increase your awareness and understanding of autism in your workplace, please reach out!