Inclusion in the workplace is often discussed with good intentions, but is too frequently treated as a side project, something that sits apart from business strategy or day-to-day operations. For many organisations, diversity, equity and inclusion (DEI) remain lofty ideals, referenced in annual reports or during awareness days, but not meaningfully integrated into the working lives of employees.

The challenge is not a lack of belief in the value of inclusion. Most HR leaders and business executives want to get this right. But when DEI is approached as a checkbox exercise, the result is often a mix of fatigue, frustration, and missed opportunities. Real inclusion requires sustained effort, embedded practices, and a willingness to adapt and learn. Mistakes will be made. The work will be uncomfortable at times, but I’ve seen the difference that practical, human-focused strategies can make. Here are three areas where small changes can lead to meaningful progress.

Creating “Manuals of Me” to understand individual needs

One of the most effective tools we have adopted at Nexer Digital is something called a “Manual of Me.” It’s used in digital across many organisations and is a simple but powerful way for colleagues to express how they work best, what they need to feel supported, and how others can collaborate with them effectively. Each person voluntarily fills in their own manual, usually a short document, and shares it with their team. It can include preferences for communication, working hours, caring responsibilities, thoughts on working styles, or any access needs they wish to disclose.

This might mean someone shares that they prefer time to reflect before answering questions, or that they work better with cameras off during large meetings. Someone else might highlight that they are neurodivergent and use certain tools to manage focus or reduce sensory overload. The point isn’t to require disclosure or ask people to justify their needs, but to create a space where individual differences are recognised and supported.

Manuals of Me have been especially helpful for new joiners. Starting a new job often comes with unspoken cultural norms and assumptions, which can make it difficult for someone to express how they work best. This approach makes it clear that the organisation values and respects individual needs from the outset. Over time, it helps to build empathy, strengthen teams, and reduce unnecessary friction.

Making meetings more inclusive

Meetings are one of the most common rituals in the modern workplace and one of the easiest places for exclusion to creep in. Whether it’s the dominance of certain voices, the lack of clear structure, or the assumption that everyone is comfortable speaking up in the same way, the standard meeting format often doesn’t work for everyone.

To address this, we’ve developed guidance around inclusive meeting practices. These changes are relatively minor in effort but have a major impact. For example, providing agendas ahead of time allows people to prepare and reflect before speaking. Structuring meetings so that everyone has an opportunity to contribute can reduce the influence of louder or more senior voices. Also, offering alternative ways to participate, such as contributing via chat, email, or shared documents, ensures that those who prefer not to speak out loud are still heard.

We also encourage simple check-ins around access needs. Asking at the start of a meeting whether everyone has what they need, whether that’s captions, breaks, or quiet space, helps to normalise the idea that inclusion isn’t a special request, but a basic expectation. Allowing people to check in on how they are feeling or state their pronouns when they join is another way to create welcoming meetings.

Inclusive meetings create better outcomes not just for those with specific needs, but for everyone. They result in more thoughtful input, better decision-making, and a more respectful culture.

Partnering for accessible employment

While internal culture is crucial, it’s just as important to look outward, particularly when it comes to recruitment and access to employment. Many disabled and neurodivergent people, or those with long-term health conditions face significant barriers when entering or returning to the workforce. Traditional hiring practices, from rigid job specifications to rapid-fire interviews, often fail to account for the diversity of candidates’ needs and experiences.

To help address this, we’ve built partnerships with specialist organisations that support disabled job seekers and those who are neurodivergent. These organisations bring valuable insight and support to the recruitment process. They can help employers understand how to make small but vital adjustments, whether that’s offering written alternatives to interviews, being flexible on working hours, or changing the way job descriptions are framed.

For HR leaders, this kind of collaboration can be transformative. It opens up access to skilled, motivated candidates who might otherwise be overlooked. It also builds organisational confidence around inclusive hiring and ensures that support doesn’t stop at the job offer stage.

However, these efforts need to be ongoing. Inclusion doesn’t begin and end with a recruitment campaign. By building sustained relationships with trusted partners, employers can continuously improve how they support people at all stages of their employment journey.

Embedding inclusion into organisational culture

These type of strategies have one thing in common, which is that they are not standalone initiatives. They are part of a wider approach that embeds inclusion into the culture and daily operations of an organisation. Inclusion isn’t something that should sit in a separate box marked “DEI.” It should be designed into the way people communicate, collaborate, and support each other at work.

That’s not to say change is always easy. It requires leadership buy-in, ongoing listening, investment in employee resource groups and a willingness to confront discomfort. But the rewards are clear. Teams become more resilient, more creative, and better able to reflect the diversity of the customers and communities they serve.

HR leaders have the opportunity, and the responsibility, to move beyond statements of intent and into meaningful action. That starts by asking the right questions. Whose needs are being met by our current practices? Whose voices are missing? What small changes can we make today that will help more people feel they belong?

The good news is that progress doesn’t depend on expensive tools or large-scale restructures. Often, it’s the small, consistent changes that have the greatest impact. Inclusion happens when people feel seen, supported, and able to show up as themselves. That kind of culture doesn’t come from a policy. It comes from practice.

By embedding inclusion into the way we work, we can build workplaces where everyone has a fair chance to succeed.