Neurodiversity Inclusion: Autism at Work
20
Oct 2022
145
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
- 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.
- Identify company talent needs that can align with your neurodiversity hiring initiatives.
- 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.
- 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
- 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.
- Design a comprehensive preparation, training, and engagement strategy for supervisors who are a part of your Autism at Work program.
- 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.
- 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
- 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.
- Investigate deeply into those behavioral characteristics of some Autistic persons that might impact career progression, development, retention, and performance management.
- 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.
- 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.
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year. As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 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!
