Autism Employability Guide p2

Myth Busting

Only males are autistic	In Northern Ireland we know that 3 times as many boys compared to girls are diagnosed as autistic. One of the reasons for this may bethat girls are much more likely to ‘mask’ their autism, meaning that it isn’t picked up. This can mean that in some cases females are diagnosed much later in life than males.
Every autistic person is the same	When you have met one autistic person, you have met one autistic person. Autism is a spectrum condition meaning that some autistic individuals can learn, live and work independently, while some have learning differences or co-occurring health conditions that require specialist support. Some may need forms of support at different stages throughout their life.
Autism is a learning disability and/or mental health condition	Autism is a lifelong developmental condition and not a learning disability or mental health condition. However, these can co-occur, meaning that someone could be both autistic and have a learning disability or be autistic and have co-occurring mental health conditions.
Autistic people prefer to be alone	Autistic people would often like to make friends and have the company of others, though they may have difficulties in making this happen. For a lot of autistic individuals, being social can make them feel anxious, but the desire to connect is also there.

The Benefits of Autistic Employees

Many autistic people have a variety of sometimes exceptional skills that enable them to thrive inroles ranging from a sales assistant to a computer programmer, to a journalist or statistician.

Employing an autistic person demonstrates your organisation’s commitment to equality and diversity, and shows a positive attitude to disabled people.

Having a diverse workforce brings benefits to staff and businesses alike, and managers and colleagues often describe working with an autistic colleague as an enriching experience that encourages them to think more carefully about how they communicate, organise and prioritise their work.

High levels of concentration
Reliability, conscientiousness and persistence
Accuracy, close attention to details and the ability to identify errors
Technical ability such as in IT
Detailed factual knowledge and an excellent memory

Reasonable Adjustments

Under the Disability Discrimination Act (DDA, 1995) employers are required to consider and introduce reasonable adjustments in respect of applicants/employees who are disabled.

This is done to ensure that disabled people are not disadvantaged and have equality of opportunity in employment.

There are a number of factors that employers should consider when determining what is a reasonable adjustment (please see resources section).

The following lists are designed to help facilitate discussions between autistic employees and managers about what possible adjustments could be implemented.

It’s important to note that autistic individuals have challenges with social communication and interaction, as well as sensory processing differences.

Adjustments and their suitability will vary from person to person, and therefore should be considered on an individual basis, taking into account the role within the workplace.

Job Role and Management Processes

Accurate job descriptions (e.g, not emphasising social presentation skills when not necessary, clarifying likelihood of taking on additional responsibilities)
Advanced notice of changes
Avoid role-play on training courses
A culture of asking one question at a time
Extra breaks to prevent becoming overwhelmed
Extra time meeting with managers
Flexible deadlines
Flexible work hours to avoid commuting in rush hour
Frequent feedback
Longer time to familiarise with new routines when there are changes
Maintain consistent job roles, patterns and working partners where possible
Minimise unnecessary away days
Minimise unnecessary face-to-face meetings
Minimise face-to-face interaction where possible
More time for tasks
Online access to further information about sources of support for job role, mental health and wellbeing
Option to work remotely where possible
Process for having concerns recorded and taken seriously
Realistic manager expectations
Specifying clear action points in emails so that recipients understand what is being asked of them
Trialling workspace before starting
Using a mentor (external) to help manage challenges
Using an internal advocate who can communicate on behalf of the employee
Weekly plan with manager
Widespread training on neurodiversity available to all employees
Written communication preference over verbal communication
Written questions for job interviews and circulated ahead of time

Physical Environment and Equipment

Ability to adjust temperature where possible (e.g. through air conditioning, desk fan)
Allocated desk (i.e. in otherwise hot-desking environment)
Allocated parking space
Avoid fluorescent strip lighting if possible
Open plan office if possible
Blue screen filter for computer screen to see colours more easily
Clear signage throughout building and designated quiet areas
Communication devices (e.g. a slider on desk to indicate when working from home)
Designated quiet space
Ear defenders
Ear plugs
Ergonomic chair
Ergonomic wrist-rest and keyboard
Fast response to malfunctioning equipment (e.g. a flickering light above desk)
Laptop stand (neck and back support)
Maximise personal space where possible (e.g. spaced out seating in meetings)
Noise-cancelling headphones
Online accessible resources about getting up to speed in a new role
Option to work away from doors (which slam shut) and busy pathways
Repositioning of desk (e.g. in corner to avoid being startled)
Secondary glazing (to provide sound protection) where possible
Site blocker software to avoid internet distractions
Small desk lamp (if main light too bright or not bright enough)
Software to improve accessibility (e.g. screen reader)
Tinted glasses (to minimise overpowering lights)
Visual partitions of workspace (i.e. to minimise distraction and sound)

Job Role and Social and Cultural Practice

Team culture that is aware of sensory impacts (e.g. eating lunch away from desks due to potential sensory discomfort from smell)
Ability to explore other job roles within the organisation
Access to senior mentoring
A team culture that educates about negative language in the workplace (e.g. describing autism as a tragedy)
Ask the individual/s what language or terminology they wish to use (e.g. person with autism or autistic)
A team culture that avoids unnecessary metaphorical and idiomatic language (which can be hard to interpret for autistic people)
A team culture that respects preferences concerning physical contact (e.g. no handshakes)
Being asked about one’s preference for social events (e.g. whether to receive birthday cards, location for social dinner)
Colleagues conscious about wearing strong perfumes
Ensuring all team members understand and respect adjustments in absence of manager
Flexibility regarding clothing choice if possible
Handouts in advance of training/presentations (to follow what is being discussed verbally)
A culture that respects keeping promises if they are made
More patience and flexibility from colleagues regarding misunderstandings
Offering the option to refuse taking on more work (since some employees find it very difficult to say no)
Reduced overnight stays where possible
Relaxed obligations to social commitments
Specified hours for responding to emails
Training staff on neurodiversity and specific needs
Working near familiar and understanding colleagues
Have a mentor or ‘buddy’ to show them how the company works, not just regarding work but culture

Resources

We offer a variety of resources to aid both employer and employee within the workplace.

Have a look at the following links and see what you can encorporate into your work life.

Communication Passport

A ‘communication passport’ is a tool that provides an effective way of summarising information about an individual’s communication preferences and sensory profile.

It can help an autistic person to articulate their preferences to their line manager or colleagues to support a better transition into the workplace.

Visual Timetable

The aim of the visual timetable is to show what is happening and when, to provide predictability, prepare for change, promote independence and reduce anxiety.

Work and Wellbeing Passport

Passport is to provide a documented record of an individual’s needs, which would allow them to function to their maximum capacity in a supportive environment, without prejudice or discrimination.

Links

Discover more about reasonable adjustments on the Equality NI website's Reasonable Adjustments section.

Organisations Providing Support to Employees and Employers

Workable NI tailors support for individuals with a disability to meet their specific needs in the workplace, including:

One-to-one help from a job coach to help the employee and their colleagues adapt to the needs of the job
Extra training for the employer
Disability awareness training for employers and work colleagues

Workable NI is delivered by three providers contracted by the Department for Communities (DfC) as follows: Ulster Supports Employment Ltd (USEL), Disability Action and Supported Employment Solutions (SES).

Autism Employability Guide