How South Australian Employers Are Strengthening Pathways to Inclusive Employment

Autism SA’s SPIE project shows that inclusive hiring isn’t just possible—it’s transformational.

The problem: Autistic adults face unfair barriers to employment

In Australia and beyond, autistic adults continue to be locked out of meaningful employment opportunities. According to the Australian Bureau of Statistics (ABS), workforce participation among autistic people is just 38%—significantly below the 53.4% average for people with disability and far behind the 84.1% participation rate of the general population.

Many of these individuals are highly capable, motivated, and qualified. Yet they are frequently excluded by recruitment systems that prioritise social and communication skills over job-related competencies.

“Employers are generally rubbish at recruiting and including autistic employees.” — Autistic adult, SA

The Project: Strengthening Pathways to Inclusive Employment (SPIE)

To address this systemic gap, Autism SA launched the Strengthening Pathways to Inclusive Employment (SPIE) project. Funded by the Department for Human Services (DHS), the project ran from July 2024 to June 2025, supporting employers across metropolitan, regional, and rural South Australia.

The goal? To build inclusive recruitment and onboarding practices that open doors to autistic adults who have long been overlooked.

The SPIE Approach: Tools, Training, and Transformation

Led by a dedicated Community Engagement Officer, the SPIE project worked with 41 organisations across key sectors—childcare, education, healthcare, local government, and more.

Through personalised training, mentoring, and resource-sharing, SPIE provided:

Practical tools for inclusive hiring
Strategies for neuro-affirming onboarding
Advice on workplace adjustments
Confidence-building support for employers

“Simple, cost-neutral tips and actions that can be taken.”
“The visuals and one-page profile were game-changers.”

Key outcomes

SPIE exceeded its engagement targets and demonstrated measurable impact:

✅ 41 organisations engaged
✅ 1,047 staff impacted directly or indirectly
✅ At least 9 autistic adults employed or indented to be employed
✅ Development of the Supporting Autistic People to Thrive in the Workplace poster series
✅ Tangible shifts in employer knowledge, attitudes, and intent

“The staff who attended are now our internal champions. That’s where change starts.” — Project participant

What we learned: 7 key takeaways for employers

Engagement requires flexibility
Many organisations were enthusiastic but time-poor. Building relationships and being adaptable were key.
“Had things lined up to start—but staff left.”
“We have more availability after July.”

Misunderstandings about neurodiversity persist
Some organisations viewed autism support as something only for customers—not employees.
“Can you make our business autism-friendly, but not for staff?”

Equality isn’t equity
Accommodations were often seen as “unfair” until reframed through an equity lens.
“If it were a knee injury, people would understand. But if it’s your sensory battery, they don’t.”

Small changes make a big difference
Cost-effective strategies were the most widely adopted:
- The Rubber Duck Strategy (signals “focus mode”)
- One-Page Profiles (support clearer communication)
- Video job descriptions (for more accessible onboarding)

Leaders want real-world guidance
Many sought help navigating tricky workplace scenarios, like performance conversations or sensory-related behaviours.

Ongoing support is needed
There is strong demand for safe, accessible follow-up support after training.
“Having someone to ask the silly questions to has been so helpful.”

Evaluation is often deprioritised
Smaller organisations especially struggled to complete follow-ups. Future projects must build evaluation into delivery in light-touch, time-sensitive ways.

Why it matters

The SPIE project demonstrated that when employers are given the tools, training, and encouragement, inclusive hiring isn’t just possible—it’s transformational.

This work benefits not only autistic individuals, but workplaces and industries that gain access to untapped talent.

“We support children with autism well—but that doesn’t carry over once they turn 18.” — Employer

Explore the resources

💡 Supporting Autistic People to Thrive in the Workplace
A practical poster series for employers to support autistic staff in any workplace
👉 Download the posters

🌐 Neuro-Inclusive Recruiting
A free online resource for employers to attract, support, and retain neurodivergent talent
👉 https://neuroinclusiverecruiting.org.au

🤝 Tailored Training and Support from Autism SA
Need help making your workplace more inclusive? Contact us today.
👉 www.autismsa.org.au

Final thoughts

Inclusive employment is not a one-off initiative—it’s a cultural shift. With the right support, employers can move from awareness to action, creating workplaces where autistic adults are welcomed, respected, and empowered to thrive.

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“As an employer I believe and have seen that supporting neurodiversity isn’t just about being inclusive, it’s good for business. It attracts a wider talent pool, boosts innovation, improves employee well-being, and reduces costs. In short, it strengthens your employer brand and builds a successful work environment.”

“As a small business we create policies and procedures collaboratively with staff, making sure that the policies are designed for them by them”.

“When you’re in an inclusive workplace people identify and understand the strengths you bring and accommodate work to focus on your strength areas”

“In an inclusive workplace neurodivergent employees should feel that they are understood by staff.”

“Inclusive onboarding for me really enhanced the comfort. Your first day can be really scary as you don’t know what to do, who to meet. At one place started at they told me what the plan was, who I was to meet and gave me clear instructions of where to go which helped me have a plan until the person who was collecting me arrived which made the whole thing a little bit less stressful.”

“I found work tours really helpful when they are part of the interview. It helped me sell myself during the interview as you can look at the types of equipment you will be using and get a better idea of what they want from you and the employer gets to see how you react to the environment”

“Feeling understood by my manager meant that I felt valued by the workplace, and that my unique perspective was valuable. When managers have understood me and my strengths, I have definitely felt more motivated to do my best for the business or company as a result.”

“I’ve noticed that in workplaces I’ve been in positive changes have been really successful when they come from the top down.”

“In the business I work in, to show job seekers that we are inclusive we have inclusivity statements on our website and our job ads. We also offer adjustments and accommodations as part of the recruitment process”

“The advice that I would give to businesses wanting to be inclusive is you have to start somewhere, even with something small. Be open to new ways of thinking and get input from staff to start making inclusive changes. Get it going, get it moving and let’s start doing something.”

“Your workforce needs to reflect your customer base. It really allows your customer base to feel more welcome and like they belong. I have found also that diversity of thought, skills background and knowledge also reduces bias and group think within an organisation, that’s one of the key things I have found”.

‘In an organisational setting, inclusion is seen as a means to improve performance and employee satisfaction. It improves employee loyalty, creative problem solving and teamwork.

“In my previous role I did not disclose this information because I was already having difficulties with colleagues. In my current role I have disclosed to team members I am comfortable with.”

Autism SA completed a National Survey in 2023, where 72 neurodivergent people were asked if they had disclosed during the recruitment process or in a workplace. 33% shared that they had not disclosed, 40% said that they had disclosed their diagnosis, while 26% partly disclosed.

“I love sharing my experience of being on the spectrum with people. It’s all about awareness”

“The number one thing that neurodivergent jobseekers look for when determining if an organisation is inclusive, is inclusive statements and language”

“Inclusive workplaces enhance teamwork and collaboration by valuing diverse contributions and perspectives.”

“Neurodiverse workplaces better reflect and understand the needs and preferences of diverse groups of people. This helps to expand the market and customer base and provide a wider range of products and services.”

“A diverse workforce is able to tackle a wide range of work challenges, thereby increasing overall efficiency and productivity.”

“This diversity can promote innovation and creativity, as different ways of thinking can lead to different perspectives and approaches to problem solving.”

“As an autistic employee, feeling valued motivates me to do my best”

“Inclusive recruitment has allowed us to build a diverse talent pipeline, ensuring our organisation’s long-term success.”