AUTISM IN ADULTHOOD
Volume 1, Number 3, 2019
ª Mary Ann Liebert, Inc.
DOI: 10.1089/aut.2018.0040
Employment Support for Autistic Adults
in the Information Technology Sector:
A Case Study of Meticulon Consulting Inc.
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David B. Nicholas, PhD, RSW, and Ai-Men Lau, BSW
Abstract
Background: Autistic adults are at heightened risk to experience poor employment outcomes. Employment
supports are suggested to improve these outcomes, but relatively little is known about the key ingredients of
employment support and their respective impact.
Methods: We conducted a case study of employment support offered by Meticulon Consulting Inc., a social
enterprise that facilitates and supports employment in the information technology (IT) sector for autistic adults. We
conducted three sequential interviews (once per month) with four autistic adults working in the IT sector and receiving
employment support, as well as one-time interviews with nine employers and three employment support personnel.
Results: Participants valued employment support. They appreciated the immediacy and flexibility of support,
varied assistance offered to both employees and employers, and organizational learning about needed workplace adjustments. Participants further stated that employment support improved work environments, decreased
employee anxiety at work, and improved employee confidence. Challenges to employment included gaps in
support during times of employment interruption, waning employee motivation, and mental health service gaps
in the community. Recommendations for future advancement entailed (1) continuous support even in periods of
unemployment, (2) employment support services across industries and sectors beyond IT, and (3) greater
opportunity for autistic people, as they desire, to advance to leadership roles in employment settings.
Conclusions: The study identifies benefits of, and guidance for, employment support in the IT sector. We offer
recommendations, with potential relevance for autistic employees, employers, and employment support providers. Ensuring employment-related supports, as needed and desired by autistic adults, is a priority for
advancing employment outcomes in this population.
Keywords:
autism, employment, information technology, job coaching, employer
Lay Summary
Why was this study done?
We did this study to learn about employment support in the information technology (IT) sector since little is
known about these supports and they may be important in helping autistic adults obtain and keep jobs.
What was the purpose of this study?
We sought to explore employment support for autistic individuals working in the IT sector including what
employment support was like for autistic adults, individuals employing them, and professionals providing them
employment support.
What did the researchers do?
We asked 16 people with experience receiving or providing employment supports in the IT sector about their
thoughts on employment support: 4 autistic adults who received program support, 9 employers, and 3 employment support professionals.
Faculty of Social Work, University of Calgary (Central and Northern Alberta Region), Edmonton, Canada.
194
JOB COACHING SUPPORT FOR AUTISTIC EMPLOYEES
195
What were the results of the study?
Both employers and employees found employment support services helpful in obtaining and retaining employment. Participants described positive experiences with employment support, including better access to
suitable and satisfying employment, improved work environments, decreased anxiety, and a supportive and
trusting relationship with the job coaches. Employers noted the proficiency of the employees in their work
duties, and identified the job coaches as sources of knowledge and guidance. Employers described benefits to
their organizations including learning and growth in their work environment related to attitudes and knowledge
about autism and autistic coworkers. Participants recommended (1) continuous employment support even in
times of employment interruption, (2) providing employment support across industries and sectors beyond IT,
and (3) fostering opportunities for leadership roles for autistic adults, as they desire. Some challenges identified
by participants included gaps in services when individuals were waiting to be employed, employees losing
motivation, and gaps in community mental health services.
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What do these findings add to what was already known?
This study helps us better understand employment support in IT jobs. It adds knowledge about the benefits that
autistic adults receive from this support. It also describes the importance of extending beyond only individual
skill development and moving toward the development of an ‘‘ecosystem’’ of support with increased community resources, including supporting potential employers and reducing barriers to employment. The study
also describes specific tasks of employment support, such as brokering communication between employees and
employers.
What are potential weaknesses in the study?
We did this study in a single region and with a small group of people. It is possible others might have different
experiences and perspectives.
How will these findings help autistic adults now or in the future?
This study highlights the value of employment support for autistic adults in the IT sector. With wider availability of
effective employment support, it is hoped that more autistic adults will achieve better and more satisfying
employment. Our findings offer information that can potentially contribute to good and satisfying career opportunities for autistic adults.
Introduction
A
utism is a neurodevelopmental condition characterized by atypical social communication and interaction and restricted or repetitive behaviors and interests.1
Although these characteristics often manifest in childhood,
challenges can continue across the lifespan, including for
those who desire and/or seek employment.2 One in 66 Canadian children are estimated to be on the autism spectrum,3
with a growing proportion of emerging adults requiring support services.4 In Canada, only 14.3% of autistic individuals
>15 years of age are employed.5 With unemployment, autistic
individuals are at heightened risk for challenges such as isolation, dependence on family, reliance on public welfare resources, and diminished quality of life.6–8 Autistic employees
are reported to earn lower wages than peers with other disabilities, that is, learning disabilities, speech/language impairments, and emotional challenges.2
Multiple factors contribute to poor employment outcomes for
autistic adults. In a systematic review examining work participation, cognitive ability significantly predicted work outcomes
for autistic people.9 Other variables inconsistently emerging
from lower quality research (as defined by the authors9) were
level of functional independence, institutionalization, diagnosis,
severity of disability, gender, language ability, and maladaptive
behaviors.9 A recent scoping review addressing factors of em-
ployment in autism emphasized salient considerations of both
the person and the environment.10
Employment supports
A growing body of literature suggests that employment
support improves employment outcomes for autistic adults.11
Interventions include assistance with job searching, job interview preparation, workplace accommodation, task/role
instruction, compensatory strategies to support job performance, employer and coworker education and support, and
employee support during times of transition.12 The duration
of employment support for gaining and maintaining employment is reported to average slightly >100 hours,12 with intervention need decreasing over time.11 However, of 313 autistic
employees in an Australian study, 72% reported not receiving
employment support, and of those who provided details about
receiving supports (n = 29), just 4 individuals reported the use of
an external agency.13 In that study, 66% of the autistic employees desired increased employment supports.13 Moreover, employment support may foster job retention.7
Despite promising possibilities, there is a lack of clarity
about components and outcomes of supported employment.
In a Canadian study, autistic recipients of employment supports tended to less favorably rate these supports relative to
service providers.14 Gaps in employment support for autistic
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people reflected ‘‘inequitable service access across the [autism] spectrum, limited engagement with families, and an
overall lack of community and employer capacity.’’14 Although increasing attention has been devoted to employment
support for autistic workers, a concerning lack of evidence
remains, particularly with regard to niche sectors such as information technology (IT). To address this gap, this study
examined employment support in IT based on the case of a notfor-profit IT employment support resource entitled Meticulon
Consulting Inc. (hereafter referred to as ‘‘Meticulon’’): one of
various initiatives around the world that nurture employment
success for autistic individuals.15 Specifically, the study addressed the following question: how are elements of employment support perceived to affect employment experiences and
outcomes for autistic employees in the IT sector? Meticulon
was selected based on its regional proximity to the research
team and corporate willingness to be evaluated.
IT-based employment support: a description
of the service provider (Meticulon)
Meticulon is a Canadian social enterprise that supports
employment in a range of sectors, with an aim of preparing
individuals for competitive integrated employment opportunities. It employs autistic adults (referred to as ‘‘consultants’’)
who have an affinity for, and proficiency in, IT-related tasks.
There are no eligibility criteria related to cognition; however,
applicants seeking positions tend to have strengths and interest in the IT field as well as in-demand skills and experience
(e.g., computer skills, attention to detail, and IT proficiency).
Meticulon provides an extensive assessment for job ‘‘fit’’
as well as training, mentoring, and ongoing job coaching both
for consultants and employers (referred to as ‘‘business clients’’). After the assessment process, a consultant’s employment profile summarizes their strengths and fit for a
particular job. Consultants also receive training in software
testing and quality assurance, and contract work is secured.
They receive industry standard wages, and business clients
are charged consulting fees for services that include training,
support, and human resource management tasks. Consultants
remain employees of Meticulon, with the business client
contracting their work. Many contracts are long term, often
with the possibility of extension, and consultants tend to be
offered an option of benefits. Job coaches have human services training and experience, and they bring specialized
skills in working with the business community.
In addition to supporting consultants, job coaches offer
education to business clients, and assess for potential job or
workplace accommodation needs. Typically, Meticulon offers
a presentation to raise organizational awareness about neurodiversity in the workplace. Job coach support often extends to
include transportation planning and on-the-job communication. Job coaches monitor consultants’ level of work-related
stress, and provide support through onsite meetings with
consultants and check-ins with supervisors. For further information about Meticulon, see (www.meticulon.com).
Methods
Broadly based within a case study paradigm,16 and drawing
on an interpretive description analytic approach,17 we elicited
three groups of stakeholder perceptions of employment support. Interpretive description is a qualitative approach that
NICHOLAS AND LAU
illuminates patterns and themes relative to a bounded phenomenon.18 Within a convenience sample, multiple informational
sources consisted of employed consultants, current or recent
business clients, and job coaches/employment support personnel. All participants had substantial engagement with Meticulon, thus offering ‘‘insider’’ knowledge and data triangulation
(i.e., data from multiple sources).
The research team engaged in voluntary recruitment, with
no incentives for participation. A known individual informed
potential participants about the study, and inquired whether
they would be willing to have their contact information
shared with the research team. If they consented, contact
information was conveyed, and a researcher subsequently
contacted them to explain study purposes and procedures. If
further willing to participate, participants provided informed
(written) consent. Although available, no accommodations
were requested or deemed to be needed in these processes.
Meticulon consented to its identification in this article, and
the study team informed all participants that the study was
evaluating the employment services offered by Meticulon.
Data collected from consultants came from monthly
qualitative interviews over 3 months (total of three interviews
per consultant). These participants reflected on their employment and employment support experiences. Monthly
interviews allowed for in-depth exploration of salient experiences, processes, and perceived impacts ‘‘in the moment’’
and over time, thereby minimizing possible detail omission
or distortion due to memory issues, change of circumstance,
etc. In the initial interview with consultants, we collected demographic data (age, sex, gender, diagnosis, education level,
and employment history) to ascertain sample characteristics.
We used a similar process with other participants, although we
conducted only one interview per participating business client
and employment support personnel.
The research team utilized semistructured interview
guides for each stakeholder group, with open-ended questions. Questions for consultants included experiences related
to employment support, benefits and challenges experienced,
needs associated with employment, accommodations required
for employment, and recommendations. In follow-up interviews, the interviewer asked about any changes for participants since their previous interview including new or shifting
needs, and the extent to which needs were/were not being
addressed. We asked business clients about their experiences
of employment and employment support, learnings, and recommendations. We invited job coaches to describe processes
of supporting consultants and business clients, as well as elements that they felt had a bearing on employment outcomes.
A research assistant (A.L.) conducted interviews either in
person or by telephone, depending on participant preference
and availability, with an experienced qualitative researcher
(D.N.) providing supervision. After interview transcription,
we analyzed data with the support of NVivo 11 software.19
Content analysis included (1) line-by-line coding, (2) categorization of codes within and across transcripts, and (3)
amalgamation of codes into themes.20 Consensus of data
coders/reviewers verified the trustworthiness of emerging
themes, and negative case analysis upheld codes, based on
confirming data.21 We achieved data saturation, particularly
given multiple (repeated) interviews with consultants and
corroborating data both within these interviews and from
other stakeholders, that is, business clients and job coaches.
JOB COACHING SUPPORT FOR AUTISTIC EMPLOYEES
The local university ethics review board approved the study.
The research team had no other involvement in Meticulon
before or during the evaluation, and all data remained
confidential.
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Results
We interviewed a total of 16 participants as follows: 4
consultants (employed autistic adults), 9 business clients, and
3 employment support personnel. All consultants were receiving employment support services; they were male, ranged from 19 to 43 years of age, and had experienced relative
health/mental health stability over recent months. Levels of
education ranged from the completion of high school to a
bachelor’s degree. All consultants reported some employment experience before their current IT-based employment.
Results reflected perspectives about employment and
employment support. Domains of themes are as follows:
employment-related needs both of consultants and business
clients, employment support roles, experiences of employment, impacts of employment support, challenges to employment access and sustainability, and recommendations.
Employment-related needs
Participants described a range of employment-related needs
such as accessing and maintaining employment, and periodically requiring ‘‘someone to talk to’’ about employment-related
issues. Specific needs of consultants and business clients, respectively, are outlined hereunder.
Consultants’ needs. Consultants noted that attempts to
find and maintain employment had periodically created
challenge in their lives, and often had resulted in disappointment and extended periods of unemployment. Explanations for these difficulties often reflected a negative
work environment, role unsuitability, and/or a lack of understanding by others—described as personally anxiety producing. Two consultants conveyed previous jobs as taxing
due to physical demands in the workplace, and a consultant
expressed frustration over a previous employer (not represented in this case study) who disregarded his mental
health challenges.
Business clients’ initial interest
in inclusive hiring was described, at least, in part, to reflect
challenges recruiting and retaining a talent pool to complete
software testing or data management. A business client
commented, ‘‘.you need to be able to.pick up on very
small details and you also need to be able to stay focused, and
be almost hyper-focused on the task at hand. We just felt that
using Meticulon, or essentially, someone with autism, using
their gifts and talents for data [analysis and management], we
saw this as a natural fit.’’ As illustrated here, consultants
demonstrated their suitability for software testing and data
management due to proficiency in maintaining interest and
focus. Describing a consultant, a business client noted, ‘‘he
never gets bored, never runs out of gas for a particular [task],
actually sees it as a challenge, seems delighted in finding the
little things. So our team members have reported that when he
does testing, they know he’s going to find stuff that they
didn’t find so he’s given them a greater degree of confidence
when we give software to customers.’’
Business clients’ needs.
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Employment support roles
Participants described a range of roles fulfilled by job
coaches. As outlined hereunder, these emerged under the
headings of accessing well-suited employment, education to
industry, immediacy and flexibility of support, communication conduit, and ancillary information sharing.
Accessing well-suited employment. Consultants reported that assistance locating suitable employment and
advocacy on their behalf were integral to current employment stability. A consultant reported, ‘‘First of all, finding
the jobs, searching them out, you know, like getting into contact with employers, helping to ask them on my behalf and
help[ing] me, you know, with the interviewing experience—
that’s been the most salient point, because that actually get[s]
[me] a job.’’
Stable employment was perceived to be based on individual skills and ‘‘fit’’ rather than more ‘‘superficial’’ criteria
such as just ensuring one’s ability to complete a task without
also considering what is enjoyed and offers challenge. Consultants reported satisfaction with the support they had received in locating employment, and felt that their position
resonated with personal abilities and preferences.
Education to industry. Business clients viewed the job
coach as a resource with whom they could consult about employment and autism-related questions. This reportedly allowed
transparency among, and support to, consultants and business
clients, including the ability to proactively address needs.
Immediacy and flexibility of support. Consultants appreciated being able to rapidly access support when expected or
unexpected situations caused heightened anxiety or other
challenges. A consultant stated, ‘‘there are people.to talk to
and get information and advice from.who actually care
about how I’m doing.’’ Having a trusted relationship with the
job coach was valued, with assistance consisting of information, tangible help, and emotional support. A consultant
described support as ‘‘instrumental in helping finding out
what I need to learn and [the job coach was] pretty available
throughout the day.’’
Communication conduit. Business clients reported reassurance in knowing that consultants could gain guidance
from the job coach. Some business clients reported uncertainty about whether consultants would feel comfortable
discussing certain issues with them directly, a concern that
was eased by job coach involvement. Business clients further
described job coaches as offering ‘‘translation’’ with regard
to consultants’ potential concerns:
They can also provide a filter and context around some of
these pieces. You know, for example, ‘‘oh, I’m not feeling
great,’’ they have their ways of digging a little deeper and
understand[ing] potential issues.. It provides us with a
translation..
Ancillary information sharing. Business clients periodically sought employment support for reasons beyond autismrelated issues. A job coach described providing business
clients with input such as ‘‘tips on communication and.even
management skills.’’ Similar to business clients, employment
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service providers noted that job coaching sometimes vicariously eased workplace challenges and supported business
activities.
Positive experiences of employment
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All participant groups stated that consultants were successful in their job. They described the employment experience as positive, despite a few instances of minor challenges
that were noted to not be substantially different than what
might emerge for other employees, and/or reflected infrequent instances in which an individual had difficulty maintaining interest or focus. As described hereunder, positive
employment-related experiences often related to consultant
aptitude for IT work, organizational learning, and the importance of relational authenticity.
Consultants’ skillsets and aptitudes for effective IT employment. Business clients and job coaches noted that
consultants tended to bring strong skills in attending to detail
and handling high volumes of data. As an example, business
clients noted that software testing can be arduous; however,
they viewed consultants as adept at completing these tasks. A
business client reflected being ‘‘confident [with] a smaller
testing window because [of consultants’] capabilities to work
through a lot.in a short amount of time and do that with a
high level of quality.’’
Organizational learning and relational authenticity. Participants described organizational shifts whereby business
clients and coworkers became more aware of autism and
person/job/organizational fit, often as a result of informal and
formal information and support. Several business clients attributed learning and growth to their integration with autistic
people in the workplace, as illustrated by a business client:
I think, sometimes, we take people for granted, and we take
‘‘neurotypicity’’.for granted. When you’re working with
someone who.has a different way of dealing with things, it
allows you to kind of take a look at yourself and how you’re
dealing with people and I kind of like that.. What can I do
better to communicate and, you know, make sure we’re getting the best out of.our staff.
A healthy employment environment was thought to reflect flexibility and authenticity on the part of business clients. Specifically, their capacity and willingness to be ‘‘open
and flexible’’ seemed to contribute to a positive work experience for consultants. In reflecting on workplace experiences,
a business client recommended, ‘‘talking to the individual
(consultant) about.their work style.and.communication style.’’
Impact of employment support
Participants across groups consistently described employment support as beneficial. They described benefits of an
improved work environment, decreased anxiety, and confidence gain, as outlined hereunder.
Improved work environment. Participants noted that job
coaches fostered a positive environment by increasing workplace understanding, addressing and/or minimizing challenges,
NICHOLAS AND LAU
and assisting if issues arose. They also reported a decreased
sense of isolation and less uncertainty as a result of training and
support. A business client noted,
The best part is that you never felt alone. And there was so
much training, leading up to [employment]. There was so
much integration, we never felt that, ‘‘oh, we can’t call them
.or we can’t ask for help’’.. They were always very gracious in helping us through any issues that we had.
Several participants attributed improved staff morale to
vicarious organizational benefits from an inclusive workforce
and/or employment support, as illustrated by a job coach who
stated, ‘‘it’s kind of [a] very good feeling to be building a
profitable [for-purpose] company that is giving people opportunities to succeed, but is actually a company.’’ Toward
such success, a job coach described a redefinition of their
role:
I don’t like to think [of] myself as a helper. I really like the
idea of being an opportunist although that also has a negative
connotation to it [which is not intended here]. But just that,
most of the individuals [consultants] are incredibly resilient
and remarkable individuals who need an opportunity to
showcase those skills and just need supports, so if I’ve done
my job right, most of the time, my job is really easy because
once given those supports and resources, .consultants thrive.
Decreased anxiety. Participants consistently stated that
employment support decreased stress at times of uncertainty
or other job-related difficulty. Consultants felt supported and
gained understanding and ‘‘perspective,’’ which was valued
particularly when feeling overwhelmed or uncertain about a
challenging situation. While reporting varying levels of
support, consultants described decreased anxiety in knowing
that they were able to speak to a job coach: ‘‘even if you’re
not looking for information, you can just talk to them if you
need someone to talk to.’’
Confidence gain. Employment support was viewed to
support greater employment stability and confidence. A job
coach noted,
One of the things I have found really incredible since I’ve
been doing this is the amount of confidence and self-efficacy
that people start to develop when they are given some tools
and then they recognize, ‘‘hey, I can do this. I just didn’t have
the tools or didn’t have whatever ‘X’ was..’’ I think the
impact that I’ve seen is just how stress-relieving it is to know
that you have somewhere to go regardless of what that question is. And I think taking that ‘‘what do I do?’’ out of the
lives of our consultants has been really impactful.
Consultants valued employment support amid what they
described as meaningful work and being valued for what they
brought to the employment context: ‘‘I’m actually getting
meaningful employment rather than just being behind another cash register getting yelled at.I’m doing something
that actually contributes to more than just my company’s
bottom line.’’ Participants generally perceived these inputs to
contribute to heightened employment stability and work–life
satisfaction.
JOB COACHING SUPPORT FOR AUTISTIC EMPLOYEES
Challenges to employment access and sustainability
Employment obstacles consisted of negative attitudes,
employment interruptions, waning motivation, mental health
service gaps, and support dissolution, as summarized hereunder.
Negative attitudes. Several participants identified the
existence of erroneous assumptions and stereotypes about
autistic people both in workplaces generally and society-atlarge. In describing support provided to business clients, a job
coach noted,
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[There is] a lot of naı̈veté.about autism. I see.myths or
generalizations. I love how the majority of our business clients
have been open to me coming in and doing a ‘‘lunch and
learn’’..
Employment support personnel generally described positively shifting attitudes. Rather than inclusive hiring as a,
‘‘social good project,’’ a job coach noted that, ‘‘we’ve helped
[business clients] understand that this isn’t [just] a good thing
to do, it’s a good thing for their business.’’ A job coach noted,
‘‘I think it really has changed how they perceive disability,
employment and engaging persons with disabilities.’’
Employment interruption. Participants described instances
of consultant unemployment between contracts as stressful
for the consultant. Less available support added to this
challenge (due to not receiving on-the-job support during
this time), as illustrated by a consultant who stated,
I [had].time.without having a job.where basically I
had very little contact with [the job coach]. And I wasn’t sure
what was happening, if I should be calling them or anything.
Like I guess in a sense I knew they were looking for work for
me and that when something is available and when [there is]
something that is suited for me, they would be in contact with
me about the position.
Waning motivation. Job coaches and business clients reported that continued motivation among a limited number of
consultants had been challenging and as a result, some consultants had lost employment. Rather than being incapable to
work, these individuals reportedly ‘‘weren’t prepared for
work.’’ Participants generally described being ‘‘prepared to
work’’ as related to one’s ‘‘work ethic’’—traits noted to be
typically nurtured in adolescence: ‘‘the standard things that a
sixteen year old that gets a job at McBurger [has], you know:
being on time, hygiene, communication, reliability, honesty,
integrity, structure. Those sort of things (employability
skills), we need to work on.’’
Related to motivation for work, participants reported that
public policy such as risk of public benefit loss can disincentivize work; for instance, an individual with disability
benefits reportedly could lose health/medication benefits if
substantially employed, which, in turn, had periodically
discouraged employment.
Although participants described employment as beneficial, they also noted the potential for employment to impose anxiety and other mental
health challenges for which resources were scarce: ‘‘[SerMental health service gaps.
199
vices are] too expensive or there’s a really long wait list.’’ A
job coach noted with concern, ‘‘I.can’t provide mental
health support. It’s just beyond the scope of our services.’’
Risk of support dissolution. Despite benefits of employment support, participants described ‘‘job poaching’’
whereby a business client might circumvent employment
support to avoid consultancy fees. In a few instances, business clients felt that employment support could be eliminated
based on their perception of a consultant’s capacity for independence in the workplace. A job coach, in contrast, stated,
‘‘I think that is the biggest challenge—to help [business clients] understand that just because a person is seamlessly integrating into their team, it doesn’t mean it’s seamless behind
the scenes.’’
Recommendations
Participants offered recommendations: ongoing support
for autistic individuals during times of unemployment, employment support across industry sectors including and beyond IT, and opportunity for autistic individuals to engage in
managerial or supportive roles, as relevant and desired. Each
of these recommendations is described hereunder.
Support during times of unemployment. Recognizing the
benefits of employment services, continued access to
employment-related supports at intervals of unemployment
was recommended. A participant further suggested internships during unemployment to offset gaps in vocational activity and advance skills. Such offerings were thought to
potentially build a stronger foundation for future employment
and career development.
Employment support across sectors. Participants in all
subgroups recommended employment support beyond the IT
sector: ‘‘there’s much we can do in other areas and.fields.’’
A business client recommended diversification based on the
success of a consultant who had transitioned into a role that
diverged from his initial scope of employment: ‘‘If there’s
opportunity to expand more outside of the IT bracket, I think
there’s a success story in that.’’
Pathways to managerial or supportive roles. Support was
recommended for autistic individuals who envision and desire
advancement in leadership roles. Participants identified potential opportunities such as job coaching or technology training:
I’d like to see more people with autism joining our management and core team.. It would be a nice progression as a
company to begin to identify individuals on the spectrum who
can become coaches, mentors, teachers and instructors, and
can move from the employee side to the management side of
the firm.
Along with seeking greater workplace leadership opportunity for autistic people, participants raised caution in continuing
to consider job ‘‘fit’’ relative to opportunities for career advancement. They recommended ongoing attunement to individual and career aims and resources to address support needs.
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Discussion
We explored perceptions of employment supports for autistic adults employed in the IT sector. We found that employment support benefitted employees and workplaces by
attending to job ‘‘fit,’’ well-being, and organizational commitment and capacity. Employment stability was nurtured by
job coaching, attending to and building on individual strengths,
proactively addressing support needs, and advancing inclusive
organizational/workplace practice and culture. Participants recommended employment support not only for employees but
also for other involved stakeholders and industries/sectors beyond IT.
These findings concur with the literature that identifies
employment support to be a resource fostering improved career experiences and outcomes for autistic adults.11,14 Participants viewed employment support to facilitate needed
adaptation in the workplace as well as offer adjustment support
to the individual. The range of employment support roles appears to imply a broader ecosystem-based orientation than
may be offered if an employment service solely or predominantly focuses on individual skill building. Broader support
to ensure a ‘‘welcoming’’ and conducive work environment
and processes emerged as important for sustained employment. As we have identified benefits of employment supports,
we note that others have found that a substantial proportion of autistic adults lack access to employment support.13
Such findings suggest the need for more employment support on a widespread basis, given that this resource may
enhance employment access, retention, and experience.7,14,22
The in-depth nature of the qualitative findings in our study
illuminate specific roles of employment support, reportedly
with potential implications beyond the IT sector. Participants
identified promising areas of seeking job ‘‘fit,’’ nurturing employer commitment and capacity, and facilitating (and advocating for) increased ancillary resources. These various
elements invite supportive employment ‘‘ecosystems’’ through
resources that extend beyond the advancement of individual
employment skills or job ‘‘readiness.’’22
Consistent with other studies that address employment
among autistic adults,10,23 these findings endorse resources
offered over time and in the community. As an example of
potentially needed resources, risks for mental health issues
among autistic individuals, as identified in this study, warrant the accessibility and affordability of mental health
services. The need for integrated individual and environmental
support invites workplace, community, and societal resources
that are tailored to the individualized needs of the job seeker/
employee.7,22 To that end, the practices of Meticulon illustrate individual-, organization-, and community-level
capacity building, with beneficial impacts relative to employment pathways.
Limitations and Recommendations for Research
A small number of autistic employees (consultants) participated in the study, thus limiting experiential variability.
Further constraining the diversity of this sample, the consultants all identified as male and lived in one region; thus we
suggest caution in not overextending study applicability. In
moving forward, we acknowledge the need for further study
across the diversities of the autism spectrum, with inclusion
of sociodemographic differences. We also suggest interven-
NICHOLAS AND LAU
tional, longitudinal, and increased international study. Lastly,
we recommend research that elucidates the granularity of
employment support roles and functions, and their respective
impacts both in IT and across other industry sectors.
Conclusion
This study highlights the perceived value of employment
support for autistic adults in the IT sector. It illustrates the
feasibility and benefits of employment support to reduce
barriers imposed on autistic adults relative to accessing
meaningful employment opportunities. In improving employment and career prospects, resource advancement as
recommended herein indeed is worthy of pursuit.
Authors’ Contributions
D.N. guided the study, and contributed to study conceptualization and design. He supported data analysis, and contributed to article development and review. A.L. contributed
to data collection and article development and review. The
coauthors have reviewed and approved the article before
submission.
Author Disclosure Statements:
The authors declare that no competing financial interests exist.
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Address correspondence to:
David B. Nicholas, PhD, RSW
Faculty of Social Work
University of Calgary
Central and Northern Alberta Region
3-250, 10230 Jasper Avenue
Edmonton, AB T5J 4P6
Canada
E-mail: nicholas@ucalgary.ca