An intersectional approach to inclusion at work
This report outlines an intersectional approach to inclusion at work, focusing on neurodivergent and marginalised groups. The author proposes six evidence-based principles, emphasising the need for systemic inclusion, transparency, and fairness to remove barriers and foster a more inclusive workplace for all employees.
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OVERVIEW
This report by Ludmila N. Praslova outlines a systemic and intersectional approach to workplace inclusion, highlighting the challenges marginalised groups face. The report stresses that traditional inclusion efforts are often sequential, focusing on gender, race, or disability separately, leaving out those with intersecting identities. The author argues for a more integrated strategy, proposing six principles that can help organisations foster true inclusion by addressing barriers for neurodivergent and other marginalised employees.
Systemic inclusion and intersectionality
The report calls for systemic inclusion, which means embedding inclusive practices into all talent processes. Organisations should avoid the common sequential approach that prioritises some identities over others. Instead, the author recommends an intersectional perspective where multiple aspects of identity, such as race, disability, and neurodivergence, are considered simultaneously. This approach helps to ensure no individual is left behind. Creating inclusive systems that address barriers from the margins – starting with those most marginalised – benefits everyone, making the workplace more equitable and efficient.
Inclusion from the margin
Praslova stresses that inclusive systems should be designed with input from those most marginalised. These individuals are often best placed to identify barriers and offer solutions. By focusing on the needs of employees facing the most significant challenges, organisations can create environments that work better for everyone. A key takeaway is that involving neurodivergent individuals in the design process can lead to more effective outcomes for all workers. For example, removing distractions in the workplace, such as noise, benefits not only autistic employees but also improves productivity across the board.
Participation and job design
Organisations should involve marginalised employees in job design, ensuring roles align with their strengths rather than forcing individuals into ill-fitting tasks. One example given is the inclusion of autistic professionals in the redesign of roles that require deep focus, avoiding tasks with frequent interruptions. The report notes that job crafting based on employee input improves morale and productivity. The principle of participation not only supports inclusion but also helps create more effective working conditions for everyone.
Outcomes-based performance
Praslova argues for performance evaluation based on outcomes rather than traditional measures like presenteeism or professional appearance. For example, assessing an employee’s ability to meet their sales target should not depend on how many phone calls they made, but on the overall result. This approach is particularly important for neurodivergent employees, who may excel in achieving outcomes through non-traditional methods. By focusing on measurable outcomes, organisations can reduce bias in performance evaluations.
Flexibility and job crafting
Offering flexibility in work hours, location, and style can make a significant difference in creating inclusive workplaces. The report points out that flexibility is critical for employees with disabilities, economic disadvantages, or neurodivergence. Providing options for part-time work, remote work, and customised roles can close opportunity gaps and improve overall employee satisfaction and retention. Organisations are encouraged to expand flexibility to ensure the inclusion of marginalised employees.
Transparency and organisational justice
Transparency in decision-making processes and fairness in treatment are vital to fostering an inclusive workplace. The report highlights Leventhal’s six procedural justice criteria, which should guide decisions related to hiring and promotion. Ensuring that decisions are applied consistently, free from bias, and based on accurate information can improve employee morale and create a more inclusive culture. The report suggests that fairness in procedures and outcomes directly impacts employee satisfaction and reduces stress in the workplace.