Accessibility and Inclusivity at Workplace, a Culture, not Compliance

As the world moves toward greater inclusivity, workplaces are increasingly adopting measures to support individuals with diverse abilities. While some organisations genuinely embed inclusivity into their culture, others do so merely to meet compliance requirements. “Inclusion is a process and not a time effort—it takes ongoing action and refinement. It involves building processes that provide equal opportunities for all individuals to participate without restriction, and accessibility is a critical element here,” says Sonica Aron, Founder & Managing Partner, Marching Sheep, a HR consulting firm driving inclusive, productive organisations through curated interventions around learning, diversity & inclusion. In this piece, she shares her insights on accessibility and inclusivity in the workplace as an avid preacher and follower of the concept. 

Accessibility is for all, but with specific emphasis on dignity, independence, and belongingness, mostly for Persons with Disabilities (PwDs). It refers to making an active effort to include all individuals irrespective of what barriers they might have—whether physical, sensorial, cognitive, or through invisible disability.

Accessibility is often reduced to a compliance issue or a tick mark to achieve, say, a ramp or reserved parking. But actual accessibility is much broader. It encompasses:

• Digital spaces that are perfectly compatible with screen readers and voice navigation devices.
• Accessible meeting formats with captions, transcripts, and sign language interpretation.
• Plain, readable font and high-contrast colour in documents and presentations.
• Braille-labelled elevators, doorways that can accommodate wheelchairs, and tactile floor markers.
• Adaptive working arrangements for people with chronic illness.
• Sensory-free or quiet areas for people who are neurodivergent.

And above all, it involves listening to PwDs themselves—involving them in discussions, decision-making, and solutions. If accessibility is planned without engaging the people it's intended for, it is very likely to go wrong. It doesn't need to be perfect or costly to start. Progress, not perfection, is the objective. It's about finding and eliminating the obstacles that keep individuals from doing their best work, living their best lives, and being heard.

What's the most effective strategy? 

Ask. Talk to your employees. Listen to feedback. Find out. Change. It is because accessibility isn't all about checking boxes. It's the foundation of effective design, understanding, and fairness. Let's build workspaces where accessibility is not done as an exception but as the norm. 

Accessibility is frequently confused with "special assistance for the disabled." But accessibility is fundamentally about equity—ensuring all employees have an equal opportunity to thrive. It's as much a matter of creating ramps as it is tearing down systems and attitudinal barriers. Do subtitles exist on your training videos? Are your job interviews neurodivergent-friendly? Are your meetings social anxiety-friendly?

And here's something we tend to forget—we're all "temporarily abled." Not all persons with disabilities were born with disabilities. Many acquire disabilities due to illness, an accident, or even crime (Acid attack survivors). That's why employers need to embrace Universal Design—building systems, policies, and places that work for everyone. It must be framed as a shift in culture, not a check box. By designing for the margins, you make experiences better for all.

Here are some practical and scalable steps to make your workplace accessible:

• Do an accessibility audit—not only physical buildings, but tech platforms, hiring sites, and internal communications.
• Revise your job descriptions—eliminate ableist language and excessive qualifications.
• Make reasonable accommodations—flexible work arrangements, assistive technology, quiet rooms, etc.
• Train your managers—because inclusion is felt at the team level, not the boardroom.
• Design secure feedback channels so that people can raise issues without fear.

We assisted a client in reshaping their performance review process to decrease unconscious bias. Result? 17% rise in retention among staff with disabilities and carers in a year. And here's the takeaway: You don't need to fix everything overnight. Prioritize. Start small—but start with intention. You don’t need a redesigned office to build accessibility. Sometimes, the most powerful shift is a mindset—one that chooses awareness, action, and empathy. Because accessibility doesn’t begin with an audit—it begins with listening.

People with disabilities don’t seek special treatment. They seek equal opportunity. And yes, that might mean providing accommodations—but let’s be clear: accommodations are not “special privileges.” They are enablers that allow individuals to perform at their best, just like anyone else’s tools or preferences at work.

Indeed, a 2022 Accenture report entitled "Getting to Equal" discovered that businesses actively embracing disability inclusion experienced 28% increased revenue and 30% higher economic profit margins. Inclusion isn't the nice thing to do—it's good business.

We consulted with a client who wanted to bring on neurodiverse talent but was reluctant to implement a "separate" onboarding process. Our recommendation? Don't build a separate path—build a flexible one that everybody can use. Allow individuals to opt into the presentation that works best for them—visual, verbal, or written. That's the essence of universal design—when your systems are inclusive by default, not by exception. The more that we design systems that function across a range of needs, the less people ever feel "different." That's how we end othering and move toward humanising—welcoming people in their being, not their idea of being expected to be. 

How to bring a long-term change in your organisation?

Systemic issues demand systemic solutions. Particularly where it concerns accessibility. Here's how organisations can begin integrating meaningful, long-term change:

Leadership responsibility: Make accessibility and inclusion quantifiable. Link them to KPIs, leadership reviews, and business success, not values on a wall.

Diverse hiring panels: Diversify your interviewers. It decreases unconscious bias and broadens the definition of "potential."

Neutral and inclusive grievance redressal: Psychological safety can't be a goal—it has to be real. And for everyone, including individuals with sensory, cognitive, or mobility disabilities.

Design for intersectionality: Disability is not an isolated phenomenon. Individuals bear intersecting identities—gender, caste, language, mental health, and economic status. Your processes have to be reflective of that complexity.

Embody universal design: From office designs to intranet applications to performance appraisals—ensure your systems not only permit involvement, but encourage it. Accessibility should be built in, not bolted on.

And no, you don't need to do it all perfectly at once. Systemic change comes in stages. What is important is the direction, not the pace. Progress, not perfection. Most importantly, Inclusion is not the job of one DEI officer or HR rep. It’s a shared responsibility. From leaders to team members, everyone has a role in shaping accessible, equitable, and humane workplaces. Because when we design for the margins, we build better systems for everyone.

How to overcome the challenges in creating a real shift?

There are many challenges that the organisations face when shifting to real change. Here are a few of them, and the solutions to adopt:

Lack of awareness: Most leaders are unaware of what they don't know. There's reluctance to discuss disability, mental health, or LGBTQ+ inclusion because of fear of "saying the wrong thing."

Solution: Empathy-based awareness sessions and not tokenism. Facilitate storytelling, invite experts, and normalise conversations.

"One and done" approach: A yearly workshop or policy does not foster an inclusive culture.

Solution: Inclusion is a process. Create long-term blueprints. Track progress yearly, not merely Pride or GAAD.

Limitations in infrastructure and budget: Particularly in MSMEs or legacy organisations.

Solution: Start small. Use freely available tools (e.g., Microsoft’s accessibility checker). Apply universal design incrementally. Identify quick wins—captioning webinars, adding flexible timing options, and redesigning forms.

Sonica ends by saying, "As I often remind clients: 'If you want your employees to bring their whole selves to work, you need to stop asking them to leave parts of themselves at the door.'” 

Please note: The views expressed in this guest blog are solely those of the author, Sonica Aron.