Understanding Autism at Work: A Guide for Managers and Team Members – Webinar Recap
We recently held a powerful and practical webinar on “Autism at Work” in partnership with GAIN (Group for Autism, Insurance, Investment & Neurodiversity).
Hosted by Dr Subashini M, Aviva’s Medical and Sustainability Director, the session featured award-winning speaker, author and inclusion expert Lee Chambers.
Whether you missed the session or want to revisit the key takeaways, here’s a summary of the valuable insights shared during the webinar.
Autism in the Workplace: Why It Matters
Only 35% of autistic employees feel they can be open about their diagnosis at work. Yet with 1 - 2% of the population estimated to be autistic, chances are every workplace includes autistic individuals - whether they’ve disclosed their diagnosis or not.
Lee and the team at GAIN highlighted that autism is truly intersectional - it cuts across gender, race, age and background. The workplace must therefore be inclusive by design, not just intention.
The insurance industry has become a leader in creating inclusive environments for neurodivergent individuals, but there’s still more to be done - especially when it comes to building cultures of trust, psychological safety and flexibility.
Challenging Common Myths About Autism
Lee shared several common misconceptions about autism that can create harmful stereotypes in the workplace:
“All autistic people are alike”. In reality, autism is not a single-line spectrum, but a 3D prism. Each person’s profile of strengths and challenges is unique.
“They’re best suited for repetitive tasks”. Some individuals may enjoy routine, but many excel in roles that demand creativity, systems thinking or innovation.
“Autism equals intellectual disability”. These are separate conditions. It’s a mistake to assume one means the other.
“Autistic people lack emotion or communication skills”. This is a damaging myth. In truth, many have rich emotional lives, a strong sense of humour, and a different - not lesser - way of communicating.
Creating Inclusive Cultures: Practical Advice for Managers and Colleagues
Lee and Suba offered tangible, people-first guidance for those looking to support autistic colleagues:
For Managers
Treat disclosure with care. If someone shares their diagnosis, recognise it as a moment of trust and vulnerability.
Listen without judgement. Don’t jump into ‘solution mode’. First, create space to listen and understand.
Think ‘person-first’. Avoid assumptions and ask, “What’s right for this individual?”
Focus on team benefit. When making adjustments, frame them as something that helps the whole team succeed, not just the individual.
Examples of Reasonable Adjustments Managers Can Make
Clearer communication and fewer surprises (e.g. advance agendas)
Written instructions for multistep tasks
Sensory considerations (e.g. lighting, noise)
Flexibility in working hours or environment
Use of assistive technology
Coaching with a neurodiversity lens
Less reliance on jargon and more structured feedback
For Colleagues and Allies
Be curious and compassionate
Ask individuals what support is most helpful to them
Help remove barriers and amplify autistic voices
Avoid forcing disclosure - create safe cultures where people choose to be open
The Bigger Picture: Culture, Recruitment and Retention
Only 18% of managers have received people leadership training - a missed opportunity for inclusion.
Many autistic people feel comfortable disclosing medical conditions but wait years to share their autism diagnosis.
Inclusive recruitment matters: job ads, interviews and hiring processes should be tailored to reduce unnecessary barriers.
Employee Resource Groups (ERGs) are a valuable space to test and shape inclusive practices.
Links to learn more:
GAIN (Group for Autism, Insurance, Investment & Neurodiversity) website: https://www.gaintogether.org/
Lee Chambers website: https://leechambers.org/
Follow Dr Subashini M on LinkedIn
Q+A
During the webinar, attendees were encouraged to ask questions for Lee to answer:
Q: How do you balance the need to let colleagues know about your diagnosis, against not wanting to be 'labelled' as neurodivergent and being treated differently?
A: Sharing your diagnosis is a personal choice. Sharing with those you are are comfortable with and trust is often easier. For some people, sharing what they need rather than a diagnosis works better for them. And as managers and leaders, we should be working to cultivate a space where difference isn’t feared and people feel free to share what they need without being treated differently.
Q: How do people leaders/managers help support Autistic people work in the non- conventional ways that feel normal for us, instead of trying to force a neurotypical working style/approach? Working with a few communities, the biggest stressor at work can tend to be working in way that managers feel fit, that doesn't always align or allow free thinking and flexibility to function in a way that makes sense?
A: Something to consider with this is focusing on outcomes and deliverables, rather than a fixed process of getting there. Allowing flexibility in how work gets done gives space for different approaches that work for different team members, and can often be the source of efficiencies and innovations. It is still important that the outputs needed from the role get achieved, and if this doesn’t’ happen, identifying barriers to tackle together.
Q: There is much more difficulty to get a diagnosis at present - how do you navigate supporting those that are still awaiting a diagnosis vs those that have obtained one, do you treat those the same? What do you recommend for an individual in this “unclear” space and their line manager?
A: The queues are significant and those with more resource can afford different pathways. This comes back to considering the individual’s needs, rather than relying on a diagnosis. In that unclear space, it’s about providing some stability and opening space for conversations around adjustments and any support that could be valuable. A person-centred approach can actually give them something powerful that makes the process of getting a diagnosis less frustrating and less daunting.
For any colleague who has private medical insurance provided as a workplace benefit, do check to see if diagnosis is provided within scope of cover, I've seen so many instances in financial services where occupational PMI and vocational rehabilitation support is available but the HR team are unaware of the benefit available.
For colleagues with children finding it difficult to get a diagnosis, I'm a trustee of the Caudwell Childrens Charity and we can help access this, see support available at https://www.caudwellchildren.com/
Q: How do you balance avoiding unconscious bias during the selection process but also losing the opportunity to champion neurodivergence in applications (due to data protection) and provide allyship from the outside to improve access to opportunities? Any thoughts on how we can overcome this?
A: There is a balance. Looking to make recruitment process more inclusive by default is valuable, especially looking at where neurodivergent individuals are likely to come across barriers, and how they can be navigated. Clear language, flexible assessments and offering adjustments to all applicants is a good start. Awareness around neurodivergence as a strength is important amongst those in the hiring process, given traditional perception based on typical framing of disorder and deficit.
Q: How do line managers manage and adapt traditional organisational KPIs and bureaucracy to allow individuals to flourish without supporting policies and procedures that accommodate adjustments?
A: Take a strengths-based approach and see what goals and metrics can be flexible, realistic and highlight the value they bring. Documenting the impact of adjustments can be a metric within itself, and bureaucracy takes time to change, but you can take practical action in the meantime.
Q: From a recruitment standpoint, what is good practice, in your view, to ensure that neurodivergent candidates have a positive experience of the organisation?
A: Communication is so important in the hiring process. This allows everyone to be better informed. Kindness is also importance in business - we need to listen and hear what people not like us are struggling with.
I think sharing is very much individual however, it is useful to allow new entrants to be given the space to let us know if they are comfortable with this. Recent example - someone was dyslexic and the screen background didn't work for them - would have assisted so much on day 1 to have been able to assist them and not have to wait a week to go through a process to help them - to provide choices for individuals would be great - don't make assumptions....
Q: I work in Talent Acquisition and am here 100% because I have the "curiosity to understand" but also because this is so close to me as I have 2 x Autism diagnosed adopted daughters. In my Talent Acquisition role I struggle with the conflict of interest piece in that any disclosure , at the point of application, of neurodivergence, sexuality, religion, race etc. is not given to us as recruiters to avoid unconscious bias in the selection process but that means we lose the opportunity to champion these applications and provide allyship from the outside. Any thoughts on how we can overcome this?
You can potentially tailor the skill set/ job specs to neurodiversity strengths in job ads, wording them as 'Neurodivergent friendly' and use encouraging wording in application forms that represent psychological safety on sharing their diagnosis - essentially normalising Autism individuals. It’s also beneficial that once at interview stage there is no barriers in disclosing in a safe way encouraging that if you have any neurodivergent people or a neurodivergent community where willing individual in your business can go for support.
About iCAN
The Insurance Cultural Awareness Network (iCAN) is a leading organisation committed to promoting diversity and inclusion in the insurance sector. Established in 2017, iCAN has been instrumental in spotlighting cultural awareness, fostering talent, and championing diversity within the industry.