Workplace Success Strategies for Employees With Autism Spectrum Disorder: A New Frontier for Human Resource Development

Abstract

The increased prevalence of young adults with Autism Spectrum Disorder (ASD) translates into a dire need to find ways to facilitate successful employment opportunities. Employment options are limited because of impaired communication and social skills that are vital for the workplace. There are a growing number of studies published on the need for employment, and primarily social psychologists, medical, and rehabilitation professionals have conducted this research; this necessitates multidisciplinary research that involves workforce development experts. Our study identified ways that human resource development (HRD) professionals can foster skill development and promote a work environment that supports the success of employees with ASD. Through a narrative literature review, key themes were identified as critical employment strategies that fall within the scope of HRD. As agents of change, HRD professionals can play a role in the multifaceted and multidisciplinary approach needed to facilitate improved work outcomes of employees with ASD.

Implications of Employment Changes Caused by COVID-19 on Mental Health and Work-Related Psychological Need Satisfaction of Autistic Employees: A Mixed-Methods Longitudinal Study

“…These stressful experiences may also exacerbate co-occurring neuro-psychiatric conditions that are common among autistic individuals (Anderson et al 2020;Black et al 2020;Hedley et al 2018;Scott et al 2019). Other barriers are related to environmental factors such as stigma and a lack of modifications in recruitment processes and work environments (Black et al 2020;Johnson et al 2020;Nicholas et al 2018;Waisman-Nitzan et al 2020). This disadvantaged starting point makes this population especially vulnerable at times of global employment instability.…”

AMO perspectives on the well-being of neurodivergent human capital

“…In light of these challenges, we call to move away from employment perspectives that view diversity as 'the problem' and instead we suggest that the problem lies in inappropriate management of diversity (see also : Härtel and Fujimoto, 2015). Despite calls for more theoretical and empirical research on the inclusion of neurodivergent individuals into employment (Johnson et al, 2020), 90% of HR professionals in the UK reported that they do not consider neurodiversity in their people management practices (CIPD, 2018). Similarly, we know little about the well-being of neurodivergent employees beyond studies that show autistic minority groups suffer disproportionately from under and unemployment (Lever, 2016) as well as social isolation (Hedley et al, 2018) with potentially detrimental effects on their mental health (Mastroianni and Storberg-Walker, 2014).…”

“…The subsequent sections introduce specific opportunities that could be adopted as potential solutions to the problematic areas identified. Johnson et al, 2020, Dreaver et al, 2020, Hayward et al, 2019 as well as technology-based interventions (e.g., Tomczak, 2020, Walsh et al, 2016 used to maintain, increase, and improve the functional capabilities of individuals with disabilities.…”

“…Although the topic of neurodiversity is gaining attention among management and HR scholars (Johnson et al, 2020), the work in this area is largely atheoretical. Most research is interested in the effectiveness of particular workplace accommodations (e.g., Scott et al, 2019) but not in the underlying processes of desirable employment outcomes (see: Goldfarb et al, 2019).…”

“…employees face when processing social information, communicating, or adapting to changes(Johnson et al, 2020) organisations may consider developing special training initiatives to support their skills, e.g. on-the-job interpersonal skills training, skills coaches providing individualized support or team buddies who provide assistance with daily tasks and workload management.…”