This progress matters. Creating fair opportunities at the point of recruitment is an important step towards building more diverse workforces. However, inclusion doesn't begin and end with hiring.
Once somebody joins an organisation, their experience is shaped by much more than the recruitment process. The way they are onboarded, the opportunities they receive, the support they are given by managers, and the way they access learning and development all play a part in determining whether they can truly thrive at work.
This is where many employers face a challenge they may not have considered in depth before. While recruitment processes have evolved, workplace development can often still follow a fairly standardised approach. Training is delivered in one format, participation is expected in one way, and success is measured against a common set of behaviours that may not allow everyone to demonstrate their strengths equally.
At BMS Progress, we increasingly find ourselves having conversations with employers who are asking a different question. Rather than focusing solely on how they attract diverse talent, they're looking at what happens after someone joins the business and considering whether their learning and development opportunities genuinely work for everyone.
It's an important distinction because creating an inclusive workplace is about more than opening the door. Employees also need to be able to access opportunities, develop their skills, and progress in ways that reflect their individual strengths and needs.
In learning and development, there is often an assumption that if everyone is offered the same opportunity, the process is inherently fair.
In reality, equal access and inclusive access are not always the same thing.
Consider a training programme that relies heavily on long-written workbooks, group discussions, and presentations. Every employee may technically have access to the programme, yet some individuals will find it easier to engage with and demonstrate learning than others.
This isn't limited to neurodiversity. People absorb information differently. Some learn most effectively through practical application, others through discussion, coaching, self-directed study, or visual content. Some employees are comfortable contributing ideas immediately, while others produce their best thinking when given time to reflect.
When development opportunities are designed with only one approach in mind, organisations can unintentionally create barriers that affect engagement, confidence, and progression.
The implication is significant. Employers may be overlooking potential, not because people lack ability, but because development opportunities aren't always designed to bring out the best in a diverse workforce.
When inclusion is discussed in organisations, the conversation often focuses on policies, frameworks, and organisational commitments. While these are important, employees experience inclusion most directly through their day-to-day interactions.
Managers play a particularly important role.
A manager determines how feedback is delivered, how objectives are communicated, how learning opportunities are introduced, and how comfortable people feel asking for support. In many ways, managers are the people who turn organisational values into everyday reality.
For that reason, creating inclusive workplaces requires more than inclusive policies. It requires managers who have the skills and confidence to adapt their approach to different individuals.
Creating more inclusive development opportunities doesn't require managers to become experts in every learning preference or individual need. However, there are a number of core skills that can help them create environments where more people can thrive.
Rather than assuming what support people might need, effective managers create space for open conversations about learning preferences, communication styles, and development goals.
Questions such as
can provide valuable insights that might otherwise be missed.
Expectations, priorities, and feedback should never feel like a puzzle employees have to solve.
Simple practices can make a significant difference:
These approaches improve clarity across entire teams, not just for a specific group of employees.
People do not all approach learning, problem-solving, or communication in the same way.
Inclusive managers recognise that flexibility often delivers better outcomes than a rigid, one-size-fits-all approach. This might mean adapting how information is shared, how development opportunities are delivered, or how employees are encouraged to contribute their ideas.
Managers who take a coaching approach are often better able to understand how individuals learn and develop.
By asking questions, encouraging reflection, and focusing on strengths, they can provide more personalised support that helps people build confidence and capability over time.
At the heart of inclusive development is creating an environment where people feel comfortable contributing, asking questions, sharing concerns, and seeking support.
When employees feel respected and valued, they are more likely to:
National Inclusion Week provides an opportunity for organisations to reflect on the environments they are creating and the experiences employees have once they join the business.
Many employers have already made significant progress in attracting diverse talent. The next challenge is ensuring that development opportunities are equally inclusive and that every employee has the chance to learn, grow, and progress throughout their career.
For organisations looking to build stronger workplace cultures, this is ultimately a people development conversation. The question is not simply who has access to opportunities, but whether those opportunities enable individuals with different strengths, experiences, and ways of thinking to succeed.
At BMS Progress, we work with employers to develop the skills, behaviours, and strategies that support high-performing and inclusive workplaces.
Whether you're looking to strengthen management capability, develop your leaders, review your people development strategy, or create learning experiences that engage a broader range of employees, we can help you identify practical solutions that align with your organisation's goals.
If National Inclusion Week has prompted conversations about inclusion, development, or progression in your organisation, we'd be happy to explore how a more inclusive approach to people development could support your workforce and your business.
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