Inclusive Workplace Practices

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

50 days before the Islamic month of Ramadan begins. This year, the holy month during which Muslims fast from pre-dawn to sunset is set to begin on March 10 (+/- day) for a period of 29/30 days. 50 days is enough time for employers to begin considering adjustments for their Muslim employees & even consult them to identify together what adjustments could be made. I covered extensively this topic in various posts last year that you can find if you search back through my posts (April/May 2023). However, here are already 5 things employers could consider & that could help planning: 🕋 If not available yet & space permits, consider creating a small, quiet, & private space where Muslim employees can perform their prayers without having to leave the workplace. During a regular 9-5 job, Muslims usually need to perform 2 prayers of 5-7 min each. Prayers are obligatory throughout the year & delaying or missing them is not advised especially during the month Ramadan. Therefore, allowing employees to have a space to pray on time will offer them peace of mind & may result to higher productivity/performance. 🕋 It may be difficult for Muslim employees to go on work travels (esp. long distance) during the month of Ramadan. This year, Muslims will fast an average of 14h/day (up to 17h in Scotland) & this may create some physical fatigue that requires to limit non-emergency travels. Besides, the month of Ramadan is also a month of prayer so most Muslims will spend their evenings at the mosque in congregation. Therefore, employers should consult their Muslim employees ahead of time about their ability to travel during the month of Ramadan & identify alternatives that won’t penalize them if they choose to not travel. 🕋 Since Muslims employees/coworkers cannot eat or drink from pre-dawn to sunset, it’s preferable to avoid, as much as possible, organizing office parties/retreats/brown-bag lunches during the month of Ramadan if it’s mandatory for Muslim employees to attend. 🕋 Muslim employees are likely to be unavailable about 1 to 2 hours (although this can vary from person to person) before the time to break fast. They will use this time to make their way home, start gathering with their family or community, make sure to be around the time when it’s time to eat. 🤤Therefore, it is advised to avoid organizing meetings or events that would require the attendance of Muslim employees around that time. 🕋 Some Muslim employees may ask some adjustments with their working hours or will ask for some time off during the month of Ramadan. Employers should already approach their Muslim employees to find out if this is something they need & plan accordingly. Finally, conducting a survey to ask your Muslim employees what arrangements they would like to be offered during the month of Ramadan might be the best approach to identify their needs and create an inclusive & welcoming space for all. #ramadan #islam #muslimemployees #workplace #diversityandinclusion

A few years ago I was working with a program director when she asked me how she—as a white cis woman—could be a stronger ally to me as I navigated spaces within her institution. I really appreciated it. The directness. The humility. The “I don’t want to assume what you need; I’d rather ask you.” I didn’t feel the weight of educating her. I didn’t feel performance. I felt intention—a real desire to align on how she could leverage her positional power to make my role easier, safer, and more equitable to navigate. So I told her, “Let’s start with something specific.” Instead of handing her a broad lecture on allyship, I named one clear barrier: when I presented to the board, they directed every question to her—and she answered for me. We unpacked it. She admitted her instinct was to shield me. But through our conversation she realized how it diminished my authority, my expertise, and how the board perceived my role. And she shifted. Not in a grand, public way—but in a small, intentional, behavioral way. First with me, and then with others, and over the years I could see the effort expand. I watched her evolve into a different kind of ally altogether. So when we talk about positional power… about proximity to white supremecist culture… about equity gaps inside institutions… I want us to remember this: Allyship doesn’t live in sweeping theoretical frameworks. Sometimes it’s often one clear behavior, changed on purpose, that transforms the dynamic for everyone involved. Bold doesn’t always mean big. Bold can be specific. Bold can be small. And small things—done consistently—shift cultures. #Leadership #EquityInPractice #Allyship

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

I recently read some interesting research about inclusive language and how easily stereotypes creep inadvertently into our vocabulary. I'm not talking about things like 'ladies and gentlemen' or 'hi, guys' although those are some to watch, but instead the seemingly more subtle things such as this: 'girls are just as good as boys at math' or 'women make just as good leaders as men' Perhaps on first glance they seem positive but here's the thing; these statements both indicate a comparison (girls or women in these cases) to the norm or most commonly seen (in these cases boys or men). In the same way we say 'zebras are like horses', rather than 'horses are like zebras' as this takes the less common comparison (zebra) and likens it to the more commonly seen (horse) So what does this mean in the world of work and inclusion? When we try to stand up for the rights of marginalised groups, we may unintentionally be perpetuating negative stereotypes in the language we use. Ever said things like this: - Disabled people are just as capable as non-disabled people - Older workers are just as IT literate as younger workers or even the reverse framing of: - White people are just as likely to commit crime as Black people ? I've done it - and all with the best of intentions. So instead, consider reframing to something like this: - Women and men make equally good leaders - Black and White people are equally likely to commit crime This removes the subtle comparison and inference of normality in the words we use (which by the way, leads to the behaviours we subsequently exhibit, the people we hire and the way we lead teams) Try reframing some of your words today and creating new habits in the way you speak. Its a minor shift that could make a bigger difference in the future Small steps my friends, small steps 😊 #DiversityEquityInclusion #LeadershipDevelopment #BusinessLeaders #InclusiveLanguage

As someone proudly committed to this work, I’ve watched the language of Diversity, Equity, Inclusion, and Belonging get distorted. Lately, DEIB has become a political talking point, a phrase some use to divide rather than connect. People are being labeled as “DEI hires,” as if creating access, representation, and fairness were something to be ashamed of. The truth is, people still have to rise to the merit in the room, DEIB just helps them get to the room. DEIB was never meant to exclude anyone. It’s contextual. It’s about recognizing that in every space, someone can be left out, overlooked, or carrying barriers they didn’t create. Depending on the setting, that person, or group, changes. Sometimes it’s women. Sometimes it’s men in nursing. Sometimes it’s veterans. Sometimes it's people in rural areas. Sometimes it's women in surgical specialties. DEIB isn’t about centering one group forever, it’s about noticing who’s being pushed to the margins in any given context. That’s why this work should matter to everyone. Belonging isn’t a privilege; it’s the foundation of how people, teams, and systems thrive. Let’s break it down 👇 Diversity is commonly seen as increasing representation of people of color, women, LGBTQ+ professionals, or people with disabilities. it's also: Recognizing the need for greater representation of men in nursing, second career nurses, rural clinicians, and first-generation college graduates. Equity is commonly seen as providing workplace accommodations for employees with disabilities. But it's also: Ensuring night-shift staff, working parents, or PRN nurses have the same access to growth, leadership, and recognition. Inclusion is commonly seen as ensuring cultural holidays and pronouns are respected. And also: Making sure introverted voices, remote team members, or those early in their careers are equally heard in meetings and decisions. Belonging is often seen a creating safe spaces for marginalized racial or gender identities. But also it's: Helping majority-group colleagues see their place within DEIB efforts, so everyone feels part of building the culture, not outside of it. ✨ DEIB is everyone’s work, because context changes everything. It’s not a trend. It’s not a checkbox. It’s how we create environments where people can lead, learn, and belong: together.

In 2021, I was diagnosed with ADHD. No surprise. Mental health differences run in my family. So, when I talk about workplace culture, leadership, and their impact on mental health, it’s not just from managing 80+ people. It’s personal. My brain works differently, and I've had to find my own way of getting results. But leaders, you don’t need ADHD or dyslexia to want to support those who do. Great workplaces don’t just tolerate neurodivergent talent, they create spaces where everyone thrives. Here’s how: 1️⃣ Fix your hiring process. Rigid interviews and generic assessments filter out neurodiverse talent. Try work trials, skills-based tasks, or flexible interviews. You’ll uncover hidden potential. 2️⃣ Overcommunication is never a bad thing. Vague instructions = confusion = wasted time. Be specific. Break down tasks. Set clear priorities. It’s simple but it works! 3️⃣ Design for focus, not distraction. Loud open offices? Harsh lighting? Sensory overload kills productivity. Offer quiet spaces, noise-canceling options, and adjustable lighting. Or go hybrid. 4️⃣ Provide support and mentorship. Hiring neurodivergent talent isn’t enough. Set them up to succeed. Mentors, advocates, and tailored support systems make all the difference. 5️⃣ Lead with inclusion, not just awareness. Hire diverse leaders. Normalise different ways of working. Inclusion isn’t a checkbox. It’s a culture. And great leadership isn’t about hiring people who think like you. It’s about building an environment where different thinkers thrive. For the exact strategies and occasional stories on my hiring failures and wins subscribe to my newsletter, CheatCodes: https://lnkd.in/e96t-RkW

“What adjustments/ accommodations do you need?” I used to dread being asked this question. Which is kind of ironic. Of course it’s an important question, yet we often assume that every Disabled person will automatically know the answer. Whenever I was asked, I couldn’t always give one. That frustrated me, and it often frustrated the person asking too. But here’s the thing, not everyone knows what adjustments/ accommodations are going to work best, especially when they start a new role. It can be frustrating and emotionally draining trying to work out exactly what you need. But if an employee doesn’t know, what can the employer do? The first step is to create a safe, supportive environment where uncertainty is acceptable. Instead of expecting the employee to arrive with all the answers, managers can ask open, non-judgemental questions such as: “Which parts of your role feel most difficult right now?” or “When do you feel most drained or blocked?” This shifts the focus from “What adjustment/ accommodation do you want?” to “What’s getting in the way?” Employers can also take a trial-and-learn approach. Adjustments don’t have to be permanent or perfect from the start. Small, temporary changes, such as altered workloads, different communication methods, flexible hours, or modified processes, can be tested and reviewed together. If something doesn’t work, that’s information, not failure. Providing guidance is key. Managers often have a broader view of the role and can suggest options the employee may not be aware of, drawing on previous experience, occupational health advice, HR, or workplace adjustment/ accommodation frameworks. External assessments or coaching can also help turn vague difficulties into practical support. Working with Disabled charities or specialist organisations can uncover options you may not have even considered. Regular check-ins matter too, particularly when someone moves into a new role. Needs change over time, and what worked before may not work now. Adjustments shouldn’t be made once and then forgotten. They need reviewing, ongoing feedback, and willingness to adapt. Ultimately, when an employee doesn’t know what they need, the employer’s responsibility is to collaborate, experiment, and listen, rather than placing the burden solely on the individual to figure it out alone. Collaboration is a two-way street. Employers can also help by creating resources that clearly explain day-to-day duties and responsibilities, alongside examples of the types of adjustments employees can request. This makes the process a little less daunting. Finding the right adjustments or accommodations takes time. It requires flexibility, patience, and openness to learning through trial and error, but the result is a more inclusive, supportive workplace for everyone. And an employee who hasn’t been left to figure it out on their own. Image Description in comments. #WednesdayWisdom #DisabledBySociety #Wokrplace #Adjustments

The theme for the upcoming International Women’s Day is Inspire Inclusion. So, let’s get right into it and inspire inclusion on the basic level: our language. I still notice communication aimed at women or about women that uses “female” and “women” interchangeably and that is not entirely inclusive. Not all women are female. Not everyone who was born female is a woman, and not every woman was born female. The term "female" usually describes biological characteristics and reproductive abilities, typically referring to sex assigned at birth based on anatomy. “Woman” refers to gender - to how someone identifies, how they understand their identity and how it fits into social roles. The term “women” includes transgender women and any person who holds that particular gender identity. It acknowledges that being a woman is about one's gender identity, regardless of their assigned sex at birth. What are your thoughts? Is your organisation conscious in their communication and uses inclusive language, also around International Women’s Day? #inspireinclusion #iwc2024