Latest news with #workplaceinclusion
The Sun
02-08-2025
- Business
- The Sun
Angela Rayner's department spends thousands in taxpayers' cash on woke diversity training
ANGELA Rayner's department has spent thousands of pounds of taxpayers' cash on woke diversity training. Her housing department splashed £47,272 on the coaching — including nearly £5,000 to a firm that advises on the dangers of banter at work. Inclusive Employers Ltd teaches how to 'decolonise the workplace' and offers 'inclusion allies' training. The Deputy PM's department refused to give full details of what this training involved when quizzed in parliamentary questions. But the company provides courses on unconscious bias and micro aggressions, according to its website. It warns workplace 'banter, when unchecked, can escalate into harmful behaviour including bullying, harassment and discrimination'. The website also provides tips on how to 'navigate the anti-woke backlash' and suggests many Baby Boomers are anti-woke. It states boomers 'may be uncomfortable with the rapid shifts and evolving language associated with being woke' and have a 'nostalgia for the values and beliefs' of the past. The Tories, who helped to uncover the near £50,000 spend, bashed it as a waste of taxpayers' cash. Shadow cabinet office minister Mike Wood said: 'Angela Rayner seems determined to push through her divisive Equality, Diversity and Inclusion agenda by any means necessary — even though it's clearly not in the national interest. 'This is part of a wider pattern of taxpayers' money wasted across Whitehall under Labour on woke virtue-signalling. It must be stopped.' Ms Rayner is in charge of steering the new Employment Rights Bill, which massively beefs up the powers of trade unions, through parliament. Angela Rayner says lifting 2-child benefit cap not 'silver bullet' for ending poverty after demanding cuts for millions It will force businesses to recognise union 'equality representatives' and let them have paid time off for their trade union work. A government spokesman said: 'The vast majority of this spend went on accredited, practical training to help managers better support disabled colleagues.' 1
Forbes
08-07-2025
- Business
- Forbes
The Business Benefits Of Hiring People With Disabilities
Written by Dr. Katie Arnold, Executive Director, Our Place In today's competitive economy, companies are constantly seeking new ways to innovate, increase productivity and build strong, resilient teams. One of the most powerful yet often overlooked strategies to achieve these goals is disability inclusion in the workplace. Hiring people with disabilities isn't just the right thing to do; it's smart business. A Largely Untapped Talent Pool There are over 60 million adults in the United States living with some form of disability. Despite this, the employment rate for people with disabilities remains significantly lower than for those without disabilities. According to the U.S. Bureau of Labor Statistics, the employment-population ratio for persons with a disability was only 21.3% in 2022, compared to 65.4% for those without a disability. Yet employers who have taken proactive steps to hire people with disabilities consistently report benefits ranging from improved workplace morale to stronger business outcomes. Individuals with disabilities bring a wide range of skills, experiences, and perspectives to the workplace. From problem-solving and adaptability to loyalty and resilience, many of the qualities employers seek are abundant in this population. Companies that recognize and embrace this potential are often rewarded with committed employees and a more dynamic workforce. Proven Business Benefits The data backs it up: hiring people with disabilities is good for the bottom line. A 2023 study by Accenture, in partnership with Disability:IN and the American Association of People with Disabilities (AAPD), found that companies that actively employ and support people with disabilities outperform their peers. These companies experienced 1.6 times more revenue, 2 times more economic profit, and 2.6 times more net income compared to those with less inclusive practices. Also, compared to their industry peers, these companies are 25% more productive—measured by revenue per employee. Inclusive companies benefit from higher employee retention, stronger morale, and enhanced brand reputation. They are also more likely to foster innovation, as diverse teams, particularly those that include individuals who have had to navigate the world in unique ways, tend to challenge assumptions and generate creative solutions. Real-World Examples of Impact The true stories of employers show the real impact. For example, Dell Technologies demonstrates how inclusive hiring and support practices can drive business success. By integrating neurodiversity career coaches into its onboarding process, partnering with disability service organizations, and providing personalized support for both employees and managers, Dell ensures that neurodiverse talent can thrive. Additionally, in 2021, an accessibility project was developed called LEAD, a Dell Research, Development, and Innovation Center with the purpose of creating innovative solutions in areas such as wearable devices, AI, language processing, and more. Another example is Bitty & Beau's Coffee, a coffee shop that employs people with intellectual and developmental disabilities. Their model has gained national attention not due to its mission and for the outstanding customer service that make it a standout experience for patrons. The brand has expanded to multiple cities, showing that inclusive employment isn't just sustainable, it's scalable. Busting the Myths: Capability and Cost One of the most persistent myths about hiring people with disabilities is that they are less capable or that workplace accommodations are prohibitively expensive. In fact, research shows the opposite. Research from the Job Accommodation Network shows that more than half (56%) of accommodations cost absolutely nothing to implement, while the rest typically average around $300. That's a small price to pay for inclusive hiring that can expand talent pools, boost innovation, and reflect the diversity of customers served. Another misconception is that employees with disabilities are less productive or more prone to absenteeism. The truth could not be more different. People with disabilities tend to be more loyal, consistent, and reliable employees. Walgreens, for example, integrated a significant number of workers with disabilities into its distribution centers. The company found that these employees had lower turnover rates, better safety records, and equal or higher productivity compared to employees without disabilities. These aren't feel-good statistics, they're bottom-line results. The Role of Disability:IN Leading the way in inclusive hiring is Disability:IN, a nonprofit that works to empower businesses to achieve disability inclusion and equality. Through its network of over 500 corporations, Disability:IN provides tools, training, and benchmarking systems that help companies build more inclusive workplaces. Disability:IN also supports employee resource groups (ERGs), leadership development for people with disabilities, and corporate partnerships that foster accountability and innovation. Their work has transformed how companies view disability not as a compliance issue, but as a strategic advantage. Why It's a Win-Win Hiring people with disabilities is smart business. Here's why: And finally, let's not forget: disability can affect any of us at any time, whether through injury, illness, or aging. Building inclusive workplaces is about creating environments where everyone can thrive, now and in the future. Moving Forward Forward-thinking companies recognize that hiring people with disabilities is not about charity—it's about opportunity. It's about building teams that reflect the world we live in and tapping into the full range of human potential. By actively recruiting, hiring, and supporting people with disabilities, businesses not only do good—they do well. Unlocking talent begins with challenging outdated assumptions and embracing the reality that disability is part of the human experience. When employers open their doors to people with disabilities, they gain dedicated employees, strengthen their culture, and build a more innovative and successful future.
Yahoo
24-06-2025
- General
- Yahoo
Why neurodivergent workers pay the price for poor communication
In many workplaces, communication is built for the neurotypical. Instructions are often vague, feedback is wrapped in subtle social cues and important guidance gets buried in casual Slack messages. It's a system that expects everyone to just 'read between the lines' – which can leave many excluded. For some neurodivergent people, who use language literally, this can mean a constant struggle to understand the intended meaning of a communication. Not only does this create confusion and stress, it can lead many neurodivergent workers to be sidelined when it comes to career opportunities and promotions. Read more: How the maternity system is failing self-employed women According to a survey of 1,000 young people by the charity Young Minds, 74% of neurodiverse young people have felt out of place in the workplace. A further 40% said being neurodiverse could be a barrier to employment or promotion. Of course, there is no one-size-fits-all approach. However, using inclusive language can be a helpful step to make sure that neurodivergent people are supported and included. Most of us struggle with unclear communication. It makes misunderstandings and misinterpretation inevitable, which can make it much harder for us to do our jobs. But it can be even more complex for someone who processes information differently, such as autistic people and those with ADHD, dyslexia, dyspraxia and other neurodivergent conditions. 'For an autistic team member, unclear expectations might lead to anxiety, frustration, or unintentional mistakes. Not because of ability, but because what was being asked was never clearly explained,' says Hester Grainger, who has ADHD and is the co-founder of the neurodiversity consultancy Perfectly Autistic. She runs the business with her autistic and ADHD husband Kelly. 'For someone with ADHD, a vague instruction can feel like being handed a jigsaw puzzle without the picture,' she adds. 'We often need to be shown what is required of us. Otherwise we will spend ages wondering if we understood what was asked of us.' Also, adds Helen Davies, founder of the Neuroinclusion Quality Marker, it's not always easy to ask for clarification. 'Many neurodivergent folk have problems self-advocating and in extreme cases this can lead to anxiety, withdrawal and impact performance,' she says. 'Don't just ask for a 'quick favour' – actually explain what you are wanting,' says Grainger. 'Direct feedback is also really important. Avoid vague 'let's catch up soon' comments. Our brains then think – when is soon, do you mean now, in an hour, tomorrow or in a week? 'It's important to avoid reliance on indirect language or social cues that may be challenging for some neurodivergent individuals. Don't assume that someone understands what you are implying.' Davies adds that it's helpful to be clear about what is needed, by whom, and when. 'The 'when' needs to be specific, for example, outline a time and date and avoid 'ASAP'. It's really great to use clear language that is jargon free, so no idioms or abstract instructions.' If you rely on phrases like 'circle back' and 'low-hanging fruit' – don't. Few people enjoy hearing meaningless business language, but it can be particularly disconcerting for some neurodivergent workers. Read more: Why the pressure to be liked at work is holding women back 'Corporate speak and acronyms are a big no, no. Most of the time, people don't know what the acronyms stand for anyway, but it can be especially confusing for dyslexic people,' says Grainger. 'Vague or unclear communication can be a huge barrier for neurodivergent people at work. Many of us thrive on clarity and structure. When things are left open-ended or full of corporate jargon like 'touch base', it can create overthinking, second-guessing or even shutdowns if it feels too much.' Everyone has different needs and preferences. While some people may prefer lots of detail and context, others may just want the key issues or points. 'Just check their preference,' says Davies. 'Having a bit of warning and knowing when instructions are likely to be given is helpful. Some folk may need a bit more extra processing time or opportunity to ask questions without judgement.' If you have a verbal chat, it can help to make sure that the key points are written down. 'Some people prefer verbal communication but may need it followed up on an email. Others will want written instructions that they can follow and refer back to,' says Grainger. Davies also suggests using visual aids, which can help with complex tasks with lots of steps. 'These help visual thinkers and are great for a point of reference too,' she says. 'Don't be afraid to use flowcharts and task lists that break things down into chunks, steps, agendas and diagrams. Culturally, you can celebrate different processing styles as part of team diversity, build in neuro-inclusion training for managers and comms leads.' Read more: Could child-friendly co-working spaces fix the childcare crisis? How inadequate maternity leave harms mothers' wellbeing Five questions you shouldn't be asked in a job interviewError in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
17-06-2025
- General
- Yahoo
Why neurodivergent workers pay the price for poor communication
In many workplaces, communication is built for the neurotypical. Instructions are often vague, feedback is wrapped in subtle social cues and important guidance gets buried in casual Slack messages. It's a system that expects everyone to just 'read between the lines' – which can leave many excluded. For some neurodivergent people, who use language literally, this can mean a constant struggle to understand the intended meaning of a communication. Not only does this create confusion and stress, it can lead many neurodivergent workers to be sidelined when it comes to career opportunities and promotions. Read more: How the maternity system is failing self-employed women According to a survey of 1,000 young people by the charity Young Minds, 74% of neurodiverse young people have felt out of place in the workplace. A further 40% said being neurodiverse could be a barrier to employment or promotion. Of course, there is no one-size-fits-all approach. However, using inclusive language can be a helpful step to make sure that neurodivergent people are supported and included. Most of us struggle with unclear communication. It makes misunderstandings and misinterpretation inevitable, which can make it much harder for us to do our jobs. But it can be even more complex for someone who processes information differently, such as autistic people and those with ADHD, dyslexia, dyspraxia and other neurodivergent conditions. 'For an autistic team member, unclear expectations might lead to anxiety, frustration, or unintentional mistakes. Not because of ability, but because what was being asked was never clearly explained,' says Hester Grainger, who has ADHD and is the co-founder of the neurodiversity consultancy Perfectly Autistic. She runs the business with her autistic and ADHD husband Kelly. 'For someone with ADHD, a vague instruction can feel like being handed a jigsaw puzzle without the picture,' she adds. 'We often need to be shown what is required of us. Otherwise we will spend ages wondering if we understood what was asked of us.' Also, adds Helen Davies, founder of the Neuroinclusion Quality Marker, it's not always easy to ask for clarification. 'Many neurodivergent folk have problems self-advocating and in extreme cases this can lead to anxiety, withdrawal and impact performance,' she says. 'Don't just ask for a 'quick favour' – actually explain what you are wanting,' says Grainger. 'Direct feedback is also really important. Avoid vague 'let's catch up soon' comments. Our brains then think – when is soon, do you mean now, in an hour, tomorrow or in a week? 'It's important to avoid reliance on indirect language or social cues that may be challenging for some neurodivergent individuals. Don't assume that someone understands what you are implying.' Davies adds that it's helpful to be clear about what is needed, by whom, and when. 'The 'when' needs to be specific, for example, outline a time and date and avoid 'ASAP'. It's really great to use clear language that is jargon free, so no idioms or abstract instructions.' If you rely on phrases like 'circle back' and 'low-hanging fruit' – don't. Few people enjoy hearing meaningless business language, but it can be particularly disconcerting for some neurodivergent workers. Read more: Why the pressure to be liked at work is holding women back 'Corporate speak and acronyms are a big no, no. Most of the time, people don't know what the acronyms stand for anyway, but it can be especially confusing for dyslexic people,' says Grainger. 'Vague or unclear communication can be a huge barrier for neurodivergent people at work. Many of us thrive on clarity and structure. When things are left open-ended or full of corporate jargon like 'touch base', it can create overthinking, second-guessing or even shutdowns if it feels too much.' Everyone has different needs and preferences. While some people may prefer lots of detail and context, others may just want the key issues or points. 'Just check their preference,' says Davies. 'Having a bit of warning and knowing when instructions are likely to be given is helpful. Some folk may need a bit more extra processing time or opportunity to ask questions without judgement.' If you have a verbal chat, it can help to make sure that the key points are written down. 'Some people prefer verbal communication but may need it followed up on an email. Others will want written instructions that they can follow and refer back to,' says Grainger. Davies also suggests using visual aids, which can help with complex tasks with lots of steps. 'These help visual thinkers and are great for a point of reference too,' she says. 'Don't be afraid to use flowcharts and task lists that break things down into chunks, steps, agendas and diagrams. Culturally, you can celebrate different processing styles as part of team diversity, build in neuro-inclusion training for managers and comms leads.' Read more: Could child-friendly co-working spaces fix the childcare crisis? How inadequate maternity leave harms mothers' wellbeing Five questions you shouldn't be asked in a job interview
Forbes
28-05-2025
- Business
- Forbes
How To Support Your Employee Whose Child Has Autism
Mother playing with autistic son It's common knowledge that diagnoses of autism spectrum disorder (ASD) have increased, now affecting one in 31 children and one in 45 adults. Yet, what's talked about less frequently is the impact that being a parent of a child with autism has on professionals. One in five workers are caregivers of people with disabilities. Caregivers of individuals with any chronic health condition experience strain, but research indicates that the toll may be even more difficult for caregivers of children with autism because of issues ranging from judgment of others to difficulty finding alternative care. This can put strain on their work performance. Despite being a diversity, equity, and inclusion professional myself, I also experienced this when my daughter was diagnosed with autism at age 3. The temptation to withdraw, cover up your needs and try to manage on your own is real. Deloitte's Cost of Covering study found 74% of workers are negatively impacted by the need to cover their needs or identities at their organization. In my research, I've discovered three key ways for leaders to support the parents of children with autism, enabling the parents to succeed at work. When you learn that an employee has a child with autism, it's natural to want to connect with them and learn more about the situation. The questions you ask are critical, because they might inadvertently imply judgment about either the child or your employee's parenting. I regularly receive these questions: These questions can imply something is wrong with the child or that the parent could have prevented, or fixed, their child's autism. Instead, lean into the employee's unique experiences: By inviting a dialogue, you can learn more about your employee who is caregiving for someone with autism. Simply providing a forum for your own education can create psychological safety for your employee to share more about their journey with others in the organization. Storytelling helps humanize caregiving for autism. Instead of making assumptions about what parents of autistic children need, ask for clarity from them first. Support looks different for different people. Simply ask, 'What does support look like for you?' and pause and listen carefully to the response. At first, someone may be caught off guard by this question, so resist the urge to clarify the question or insert your opinion to end a perhaps awkward silence. You might be worried that they will ask you for support you cannot offer. Rarely is this the case. In my experience consulting for organizations, I've found that more commonly, parents of children with autism want their feelings to be validated, to be heard. The goal is not to make them feel better. For instance, a flexible work schedule is nice to have for parents of an autistic child; but if that is not possible, offer other reasonable accommodations for support. This might include flexibility in scheduling meetings or in-office time around health care appointments, offering emotional support, being open to people with autism in the background of virtual meetings when appropriate, or making time for breaks during the day (while reinforcing work expectations). A client I worked with struggled to connect with their employee who had a child with autism. They tried offering more flexibility, but the employee struggled to be fully present in meetings and meet necessary deadlines. When my client brought up their work performance issues, the employee became defensive. The shift occurred when my client asked 'What does support look like for you?' The person softened and shared some of the challenges they had been holding back at work. Their child was transitioning caregiving providers, and it had created increased strain. It was hard for the employee to focus at work when they were worried if their child was safe. After offering support, and checking in with them through the transition, the employee was able to perform at expectations. The unemployment rate for people with autism is 85%; however, they are up to 140% more productive than neurotypical people in suitable roles that align with their specific skill sets. This reveals a clear competitive advantage to having a neuroinclusive culture (that is inclusive to those with autism and other cognitive disabilities). Without a neuroinclusive culture, employers will miss out on 15-20% of the population that is neurodiverse. Establishing a neuroinclusive culture could mean having: Given increasing rates of diagnosis, chances are someone on your team or in your organization is a parent of someone with autism. To be a better ally—and achieve the best workplace performance from all your employees—it's critical to ask better questions, clarify what support looks like and establish a neuroinclusive culture.
