inclusive mindset. On a most basic level, an inclusive mindset is expressed through appreciating the inherent value of every human being and insisting that each individual must be included as a member of society.

It should be noted, however, that while these principles of inclusion apply to all aspects of society, additional factors play a central role in the context of employment, which takes into account, and generally prioritizes, financial concerns and profits. Here too, I have found that an inclusive mindset is indispensable, though it may take a somewhat different form. Specifically, in the successful programs I have seen, employers considered autistic applicants, like other applicants, based on an assessment of the job description and whether the applicant is a good fit for the position.

This model, though seemingly intuitive, differs from a common approach that implements what some have called a charity model, in which an employer hires an autistic individual as a form of kindness. Although there is a place for charity, and kindness should always be applauded, hiring decisions based on this model often tend to be problematic, if not counterproductive. Though well-intentioned, a charity-based attitude often produces a lose-lose situation: the employer may begrudgingly hire autistic applicants without valuing how they might benefit the company, in turn breeding jealousy or resentment among other employees. Moreover, under these parameters, it will likely become clear to autistic employees that, because of the circumstances of their employment, they are not viewed as an integral part of the team.

Accordingly, many employers have adopted a strength-based approach, taking autistic applicants seriously, through a fair and honest assessment of their potential contributions to the company. This process can produce a win-win situation, in which the employer is pleased to hire employees who bring value to the company, the other employees appreciate their contributions, and perhaps most importantly, autistic individuals feel a sense of self-worth and belonging—which is, of course, what any employee wants.

An inclusive mindset also brings a new way of looking at the interview process, as well as a fresh perspective on retention and promotion. Interviews often function as a barrier to entry for individuals on the autism

spectrum, for a variety of reasons connected with unfair societal assumptions and expectations revolving around typical styles of communication. Notably, though, these expectations are rarely related to the skills necessary for job performance. Employers might want to focus the interview on the expectations of the job, which might, in turn, not only prove more inclusive to applicants who express themselves differently, but generally, might benefit the company by steering hiring practices toward employing individuals who are best suited for the job.

Likewise, the office setting can present obstacles to individuals on the autism spectrum, who often prefer rules and structures that are well-defined and evenly applied. Without overgeneralizing, autistic employees are less likely to engage in office politics or to take unfair advantage of unwritten loopholes. Therefore, autistic employees are more likely to thrive in an employment setting where rules are more clearly designed, and promotions are based on performance rather than popularity or raw ambition. As it turns out, providing a setting that is more inclusive of autistic individuals might also benefit the company, by providing a fair and more equitable – and less toxic--work environment for everyone.

HIRE LEARNING: Employers might want to focus the interview on the expectations of the job, which might benefit the company by steering hiring practices toward employing individuals who are best suited for the job.

Finally, a strength-based model should not be viewed as over-promising the potential of any particular employee. It is important to remember, every individual on the autism spectrum—like those who are not on the spectrum—is different from others, with concomitantly unique skills and challenges. And of course, individual skill sets may differ significantly from each other. Ultimately, an inclusive mindset, which aims to recognize, develop, and highlight each individual’s abilities, allows individuals to reach their own potential in a way that matches the specific demands of the job within the broader goals and needs of the company and will be beneficial to all involved. •

ABOUT THE AUTHOR:

Professor Samuel J. Levine joined the Touro Law Center faculty in 2010 as Professor of Law and Director of the Jewish Law Institute. He previously served as Professor of Law at Pepperdine University School of Law, and he has served as the Beznos Distinguished Professor at Michigan State University College of Law. Professor Levine is the author of numerous articles and two books: Was Yosef on the Spectrum? Understanding Joseph Through Torah, Midrash, and Classical Jewish Sources, and Jewish Law and American Law: A Comparative Study (Two Volumes). His scholarship has been cited in more than 600 articles and books by scholars in 30 countries.