The MPA celebrates Autism Awareness Month and World Autism Awareness Day in April 2025

How managers can support staff on the Autism Spectrum

As managers, making small adjustments and creating an autism-friendly workplace can make a huge difference to autistic employees. It is important to understand that even the smallest adjustments can be extremely beneficial to employees on the spectrum, for employees who may not be aware of their autism, for others who have not had a formal diagnosis and for those who do not have the confidence to ask for changes to be made. 

Please see below for guidance on how to support staff on the Autism spectrum and information on what Autism is.

How employers can support staff on the Autism Spectrum

It is essential to understand that as an employer there may already be someone on your team who may be on the spectrum, diagnosed or undiagnosed. More importantly, as the world we live in becomes aware of autism, for many establishments, appointing staff with autism could be a reality. Therefore, as managers, it is essential to further your understanding that providing simple support and creating an autism-friendly environment will benefit all.   

Do:

• Take into account the immediate work environment. Has the work area been assessed and adapted to the needs of your autistic staff?
• Keep up to date with valuable autism information on necessary help and support for staff on the spectrum. Information should be freely available so that all staff can access it.
• Communicate at meetings the value of diversity and how important it is to be inclusive in all areas of disability.
• Be clear and precise about your expectations for their work and provide structured monitoring and training where necessary.
• Be aware of staff on the spectrum showing unintentional behaviour such as being ‘aloof or uninterested’ when communicating with colleagues, gentle reminders to all staff that such behaviour may be due to communication difficulties or challenges.
• Be patient and show understanding towards your autistic staff if they seem to interrupt a conversation or try hard to ‘fit in’. Be subtle and considerate when explaining reasonable boundaries.
• Discuss with all staff their approach towards autism. Reading and research can be invaluable to understanding behaviour conditions and certain negative attitudes can impact the job performance of autistic colleagues.       
• Be available for your staff if they become anxious or agitated. There will be a valid reason for their ‘meltdown’ or ‘shutdown’ (see below). Try to find out what is causing the problem by having a one-to-one session, preferably in a quiet room or area where they will feel safe and comfortable. 
• Ensure that clear and explicit instructions are given when setting out tasks, projects, activities or goals including deadlines.
• Include a ‘zero tolerance policy’ and update policies to include harassment and bullying of autistic staff so that anyone who discriminates against or bullies autistic staff will be dealt with appropriately.
• Arrange fixed hours instead of flexible or variable shifts. Structure and routine are vital for your autistic staff to perform well.
• Provide, if possible, a mentor or ‘go-to person’ for your staff, someone who is trained in supporting an individual on the spectrum and whom they can approach when you are unavailable.
• Make adjustments in their workspace, where a personal workstation is preferable to sharing one in a quieter space away from bright lights and noise.
• Check and update policies to include sickness absences for treatment or appointments, where possible ‘relaxing’ of triggers for disciplinary actions may be incorporated.
• Create sensitivity training and coaching opportunities for all staff. It takes effort from both sides to make professional relationships work. Awareness, understanding and acceptance of working with an autistic person are equally the same as an autistic person working with a neurotypical person; this will enable a professional and respectful workplace.

Don’t:

• Assume that anyone with a diagnosis of autism will declare that they are autistic as there is no obligation to do so. As leaders, it is necessary to be clear on behaviours, qualities and challenges associated with autism spectrum condition.
• Believe that all autistic people will have the same behavioural conditions; there will be some similarities (see below) and many differences. It is crucial to remember that not all individuals on the spectrum will fit within a stereotypical analysis of autism.
• Presume that an autistic staff member will be comfortable with small talk or be able to understand jokes and sarcasm. Such social interactions may be taken literally or misunderstood.
• Expect your autistic staff to know what you are thinking or feeling, they often feel challenged with facial reactions, tone of voice or feelings and emotions.
• Make unexpected changes without notifying well in advance as this can ‘trigger’ anxiety and distress in your staff.
• Presume that they will be able to remember things in sequence. Have an itinerary created in advance and before staff meetings in simple, precise and structured language.
• Generalise or impose strict policies as everyone is different. Intersectionality needs to be taken into consideration when supporting staff and colleagues. Organisations need to be flexible when responding to individual needs and requirements due to their diverse backgrounds.

To create a balanced and enriched workplace, it is important to be inclusive. Intersectionality* can bring substantial benefit to the organisation, be it an individual, a team or the whole establishment. When HR and Senior Leadership Teams work together with their staff to create effective solutions, then they are likely to be more successful and this in turn can be valuable to the employees.

 *Intersectionality – ways in which systems of inequality based on gender, race, ethnicity, sexual orientation, gender identity, disability, class and other forms of discrimination ‘crossover’ so therefore need to be addressed simultaneously to prevent one form of inequality from reinforcing another.

https://www.intersectionaljustice.org/what-is-intersectionality

For more information or to join our AccessAbility Employee Network group please contact:

Helen Choudhury

Head of DEI, CSR and Wellbeing

[email protected]

Safiyah Olaide

DEI, CSR and Wellness Officer / Office Manager

[email protected]