CREATING AN INCLUSIVE WORKPLACE

1. WHAT DOES IT MEAN TO HAVE AN INCLUSIVE WORKPLACE?

An inclusive workplace enables individuals within it to feel valued, accepted and listened too, without the need for them to conform to fit in.

Differences in an inclusive workplace are celebrated and encouraged.

By accepting individual differences and making space for them to flourish, individuals are empowered to thrive in the work environment, enhancing productivity and performance across the organisation.

An inclusive workplace is built upon inclusive policies, practices and procedures, combined with core values of celebrating and promoting differences.

Creating and maintaining a shared belief that all employees are respected and valued as they are contributes to the development of an inclusive climate and culture.

Breaking down social and other barriers allows for more collaborative, creative and rewarding work. It can also assist with identifying and resolving issues that may be making individual development more difficult and help with ways to do this through shared ideas and experiences.

2. BARRIERS TO AN INCLUSIVE WORKPLACE

There are several barriers that may prevent a workplace from becoming more inclusive. These can include:

Being selective about who gets support:

Unconsciously, managers may show more of an interest in employees they identify with, who share similar backgrounds and / or experiences, resulting in unequal distribution of development support and attention.

Inconsistencies in approach:

To build a culture that is open and supportive, individuals need to know that they are being treated fairly and equally. Failure to do so by inconsistently applying rules can damage trust and willingness to be open to an inclusive environment.

Insensitivity towards others:

Being inclusive means being sensitive to the differences of others and celebrating them. Failing to realise the significance of words, actions and behaviours may alienate certain groups and discourage them from feeling or being included.

Perceived underperformance:

Employees feeling as though they are putting more effort in, or doing more work, than others, may begin to resent their colleagues and close themselves off to working in an inclusive way.

Physical barriers:

The nature of the location of the workplace and the work that is done there can be a physical barrier to inclusion. Individuals with limited mobility or other issues that may prevent them from being in the workplace at a particular time will need to be accommodated to ensure they get the same benefits as others from inclusivity initiatives.

3. INCLUSIVE DESIGN FOR DISABLED EMPLOYEES

Inclusive design should be considered in all aspects of the development of new buildings and in all aspects of the conversion or upgrading of an existing building.

Inclusive design is defined as having an access strategy that meets the needs of all building users, including people with physical, sensory and neurological disabilities.

All parties involved in facilities management and in the planning of buildings should recognise the benefits of developing a fully inclusive built environment which can be used by everyone, regardless of age, gender or disability.

Appropriate inclusive access policies should be supported with appropriate training and professional development.

A failure to properly incorporate inclusive design into the provision of buildings will effectively increase the difficulties faced by disabled users of buildings and prevent them from being as independent as possible.

Importantly, inclusion should be considered in its widest possible sense and should underpin all design and operational policies, particularly in public access buildings and workplaces. It includes both physical access to buildings, grounds and facilities, and access to information, educational services and communication.

4. SUPPORTING HYBRID WORKERS

With the increase in hybrid working in recent years, organisations must understand how their workers use the spaces they have.

Social spaces such as staff rooms and kitchen facilities are critical spaces.

The position of these communal areas should be thought through in detail.

Simply reducing the available space because of reduced numbers present in the workplace each day could, over the long term, become detrimental to a business if the reduction goes too far. Managers should take their time to understand the composition of their workforces and how these could change before making fundamental changes to the working spaces that they manage.

Using advanced technologies across an office environment to deliver the services differing workers have, is always key.

5. CREATING AN EFFECTIVE AND INCLUSIVE WORKPLACE

Clearly understand the make-up of their workforces:

The needs of groups and individuals must be understood if they are to be supported with a working environment that supports them. It is important to revisit these metrics as workforces change over time.

Understand it’s not all about millennials:

Often organisations can become blinkered creating working environments for this group, when their workforces are much more diverse than that.

Future-proof with flexible spaces:

Businesses are increasingly meeting the needs of their diverse workforces with spaces useful for multiple purposes. For example, supporting multiple faiths with worshipping spaces that have other practical uses is a sensible approach to estate management.

Don’t forget the social areas:

There may be a focus on decentralised flexible workforces, but offices will continue to exist. It’s vital to include well planned and located social spaces — coffee machines, kitchens and common rooms — to support the wellbeing of each group of workers.

Always engage with a workforce:

Before making even small changes to a working environment, it’s critical to consult everyone that could be affected. Forcing change onto any group will almost always results in negative impacts on wellbeing and productivity.

Don’t treat technology as a panacea:

Using the latest unified communications systems, natural lighting, sit/stand desks, etc all have their place, but these should be used carefully and in appropriate settings — all of which have been agreed with the people working in these spaces.