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Inclusive onboarding for managers

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How a team member is onboarded can have a big impact on their engagement. Accessible and inclusive onboarding ensures that new team members feel safe, supported and satisfied.

Why accessibility and inclusion matter during onboarding

Accessible and inclusive onboarding sets the tone for an enduring employment relationship based on open communication, mutual respect and trust. This ensures new team members can engage and participate on an equal basis. People do their best work when they feel seen, heard, valued, and included.

Setting the tone for inclusion

It is helpful to begin conversations early. Before new team members commence, provide introductory information about the agency and team, outline the agency’s values, provide information on available employee networks and their contact details, provide points of contact, and ask new team members about their working needs.

There is a lot of information for a new team member to process. Often, there is a heavy burden to look for relevant information or advocate for one’s own needs. By providing clear and accessible information, new team members can feel more confident and informed.

Embedding inclusive practices in team routines and leadership behaviours “makes me feel safer to share my needs. Especially when you are still learning about your own disability”
– Participant of co-design workshops

Accessibility and inclusion matters “so that employees can bring all their skills and abilities to the workplace and be able to deliver to the best of their abilities without feeling like a burden or afterthought” – Participant of co-design workshops

TIP – Begin conversations early (including prior to commencement)

icon of a light bulb

Asking a new team member if they require any adjustments or supports at work gives them an opportunity to share information, such as need for accessible parking, accessible desk arrangements, assistive technology or sensory adjustments

It is important to have this conversation without pressuring them to provide an answer, or to do so quickly. Allow people the time to think about what they may need, and to come back later. By inviting a new team member to think about whether or how to communicate their needs, you not only give your workplace time to set up workplace adjustments, but you give a new team member agency to voice how they work best.

Inclusive conversations for managers

Language on disability disclosure

Language to reflect self-identification in the workplace is constantly changing. Managers should be aware that the word “disclosure” may:

  • incite feelings of discomfort or anxiety;
  • invoke pressure to reveal personal information that a person may not wish to;
  • give the perception that the team member is revealing something that is embarrassing, taboo or different; or
  • reveal a part of themselves that could otherwise be held against them in the workplace.

Language associated with ‘sharing’ is considered best-practice in regards to disability.

This language gives a team member control to share as much or as little as they’d like about themselves.

“Sharing welcomes people to bring other aspects of themselves to work”
– Toolkit co-design workshop participant

Remember

  • Sharing information about a person’s own disability, neurodivergence, or workplace needs can be uncomfortable.
  • Some people may not wish to share their disability due to fear it might impact their employment or career development.
  • Some people may not consider their disability is relevant to their ability to work.
  • Some people may never choose to share their disability.

Sharing personal and sensitive information

Welcoming team members to share their disability and/or neurodivergence is an important way to ensure they feel included and able to bring their best self to work. Managers should create safe spaces that all people can share their journey when they are comfortable.

There is no legal obligation for an employee to share information about their disability and/or neurodivergence at work. Sharing disability information does not mean pressuring people or asking invasive questions about their disability, personal lives and/or medical history.

“Disclosure is up to each individual.” People have a right to “disclose to particular people at particular times for particular purposes… and with an expectation of confidentiality” – Toolkit co-design workshop participant

Managers can model openness, engagement, and empathetic leadership; and should develop safe environments where vulnerable conversations can be had. Safe spaces reinforce an employees autonomy, choice and control over when, where, who, and how they wish to share information about their disability, neurodivergence, and/or working needs.

Responding to shared disability information

Sharing details of disability and/or neurodivergence is a deeply personal decision. This decision can be either a positive or a negative experience for an employee. How managers respond in these moments matters, and a managers response to an employee sharing their sensitive information can either build trust or unintentionally shut down further conversation. The following principles can guide in the response:

1. Expect and make space for emotion

Sharing disability or neurodivergence at work can be accompanied by strong emotions, like relief, anxiety, vulnerability or anger. Let the new team member know they are heard and thank them for entrusting you with this information.

2. Resist the urge to relate by talking about yourself

It’s natural to want to make someone feel less alone by sharing a similar experience. However, the focus should be entirely on the person sharing. Sharing your own stories or trying to find common ground, while well-meaning, can unintentionally redirect attention, invalidate someone’s experience, or close off the conversation. Instead, focus on listening without interruption, ask open-ended questions, and clarify what support looks like for them.

3. Be aware of triggers and respect boundaries

Some aspects of disability and/or neurodivergence may relate to past trauma, including experiences of exclusion, bullying or discrimination. Managers should be mindful of this as they ask questions about the new team members’ needs, framing their curiosity through a lens of respect, and avoiding unnecessary conversations relating to diagnoses, medical information, evidence, or assumptions about capability.

4. Have tools and resources ready

It’s okay not to have all the answers in the moment, what’s important is you know where to go next. Managers should be familiar with internal processes for workplace adjustments, HR supports, Employee Assistance Programs, and Disability Contact Officers.

5. Limit the likelihood of bias (including unconscious bias)

Bias can significantly impact how we engage with people with disability. Being aware of our biases whether conscious or unconscious, can help ensure that sharing of disability is not met with disbelief, annoyance, or scepticism.

Limiting the burden of repeated sharing and self-advocacy

Managers should work to reduce instances in which the onus is placed on new team members to repeatedly share their disability and self-advocate for their needs.

Managers should recognise that inclusive onboarding experiences are ones that proactively welcome all people, and anticipates a range of access needs for people with disability and/or neurodivergence. The emphasis of normalising workplace supports for all employees helps reduce stigmatisation, self-consciousness, and/or fear.

Managers can reduce the burden on employees to share disability information and limit the ongoing need for self-advocacy by:

  • Inviting conversations with all new team members on their workplace needs, regardless of whether disability or neurodivergence is shared or not;
  • Appreciating that some staff may not have a clear understanding of their own disability and/or neurodivergence, particularly in instances of an acquired disability, degenerative disability, or late diagnosis;
  • “Going on the journey” with team members who are new to learning about their own disability and/or neurodivergence; and
  • Being open, communicative, respectful, and providing a safe space for team members to share information about themselves.

Managers should be cognisant that the constant requirement for new team members to share and self-advocate can cause considerable exhaustion, stigmatisation and a general sense of feeling that they are perceived as difficult.

“It’s exhausting and time consuming to research and request adjustments” – Toolkit co-design workshop participant

“Very difficult to ask for what you need if you don't know what may be available to you or what may actually help with your workload” – Toolkit co-design workshop participant

“When sharing, staff need to feel safe that it’s not going to result in assumptions being made about their capacity and competence” – Toolkit co-design workshop participant

Talking about disability and neurodivergence

Do

  • Use accurate, inclusive language.
  • Ask someone whether or how you can support them in your capacity as a manager.
  • Be fully informed of your agency’s policies and take the time to educate a team member about workplace entitlements.
  • Normalise conversations about workplace adjustments and preferred ways of working.
  • Ask a team member whether they feel comfortable sharing their disability status or neurodivergence with others, and if so, how would they like to have this conversation.
  • Eliminate and combat bias by believing employees who need workplace adjustments.
  • Know where to refer a team member if they are seeking dedicated support (e.g. EAP).

Don’t

  • Assume that a person fits neatly into a stereotype of disability or neurodiversity.
  • Use terms that disregard a person’s preferred ways of describing themselves.
  • Get defensive or dismissive when someone corrects the language you are using.
  • Ask invasive questions about an individual’s disability or medical history.
  • Make promises you cannot keep or mislead people about their workplace entitlements.
  • Single a team member out for requiring workplace adjustments.
  • Out a team member for their disability or neurodivergence.
  • Make moral assessments about whether someone is telling the truth.
  • Assume that you need to be the expert in disability.

Conversations with team members about ways of working

Managers can have conversations to set them up for success in understanding one-another’s ways of working.

Everyone has a different learning, communication and working style. Knowing and respecting these differences can make a work environment more inclusive and productive. Conversations about ways of working can benefit everyone, but they can be particularly important for people with disability or neurodivergence, signalling that they are supported to work in a way that leverages their strengths and abilities.

These conversations can be had at any time, however it can be helpful to give new team members time to settle into their role, understand team dynamics, and navigate a new working environment. While some topics might come up naturally, managers can schedule time later on to have conversations around preferred ways of working. Managers can use these prompts to learn more about a new team member.

TIP

Use the Ways of working template to record a person’s preferred ways of working. Remember that preferences are not static and can change over time.

Workplace adjustments during onboarding for managers

Note: This section of the Onboarding Toolkit will be subject to change, following work conducted across the APS in response to the Disability Royal Commission.

Understanding workplace adjustments

Understanding workplace adjustments (sometimes known as reasonable adjustments and/or adjustments) is vital to ensure successful onboarding of new team members with disability and/or neurodivergence in the APS.

In the case of onboarding, workplace adjustments should be in place for team members prior to, and during, onboarding. Managers should be aware that workplace adjustments are implemented on a case-by-case basis to enable people to participate fully in their employment and do the best in their role.

The APSC is leading a project for the Disability Royal Commission recommendation related to developing and implementing APS-wide principles on workplace adjustments, and an APS-wide workplace adjustment passport. Work is currently underway, and this page will be updated with further information in the coming months.

Manager responsibilities during onboarding

Managers play an essential role in creating an inclusive and safe workplace environment during onboarding. Managers can collaborate with the team member and business areas to implement solutions to reduce or eliminate any identified barriers. Managers should regularly check in with their team members to ensure that they feel supported, and managers should follow through on agreed actions and provide regular updates to their team member.

An employee can request a workplace adjustment at any time during the employment life cycle. Providing adjustments in a timely manner is critical and a legal requirement under the Disability Discrimination Act 1992.

Conversations on workplace adjustments during onboarding for managers

New team members may be timid when asking for adjustments, without realising that requesting workplace adjustments is within their employment rights to do so. A new team member might not know what kind/s of adjustment they need until they begin working. Framing conversations around what the agency can do to support a person who requires workplace adjustments can help build trust, psychological safety, and belonging in the team.

Managers can use these tips when having conversations about workplace adjustments:

icon of a light bulb
  • Be authentic, listen to the team member’s needs and help find solutions;
  • Host conversations on workplace adjustments with all team members, whether they have disability or not;
  • Seek to understand what workplace adjustments a team member needs without requiring an explanation as to why it is needed;
  • Be aware that people not required to provide details of their disability, how it impacts them, or evidence of the requirement for adjustment (in most circumstances).
  • Inform team members that their privacy is respected and upheld when discussing their disability or adjustments, in accordance with Australian Privacy Principles; and only with explicit consent will this information be shared with relevant parties.
  • Where possible, eliminate situations where the new team members may have to share their information or adjustment needs multiple-times over.

Inclusive workplace conversations on disability

Managers can use the following conversation tips:

Tip 1: Base conversations on respect, inclusion, and privacy

Respect and inclusion are core values that should guide all conversations. Focus on the person, and not their disability, unless directly relevant to the conversation. Always respect the person’s wishes regarding privacy. Recognise that some disabilities or conditions are not immediately obvious. Remember that not all disability is visible, but respect is owed to all.

Tip 2: Use strength’s-based language

Use strength’s-based language to create a culture where all people feel valued. Recognise that disability and neurodivergence are not a burden to be fixed but a valid part of human diversity. Take the perspective that people with disability and/or neurodivergence have rich knowledge, insights and strengths.

Tip 3: Discuss ways of working and adjustments early and often

Have early conversations around disability and accessibility. Consider accessibility often, not just on a team members first day. Other things might arise or what was originally working might not later. Talking about accessibility early and often gives your team safety to share their accessibility or accommodation needs when they feel ready.

Tip 4: Give team member’s permission to discuss and request adjustments

Normalise conversations around workplace adjustments and give your team members explicit permission to use them and ask for them. When discussing adjustments, provide the same information to all team members. Opening conversations around what you use to support your work can signal that conversations are welcome.

Tip 5: Be prepared to have conversations on the supports in your agency 

Position yourself to have meaningful conversations by being informed of agency supports. Have a good understanding of available allowances, policies or flexible work arrangements; understand legal obligations; know which teams are responsible for certain matters (e.g. IT, Property, WHS); and direct new team members to information on employee networks.

Tip 6: Be prepared to have conversations on behalf of the employee

Support new team members by having conversations with others where it might be necessary to escalate issues that are not being addressed. Always conduct these discussions with the consent of the team member. Advocating for the individual and their wellbeing is a powerful way to erase barriers and build trust.

Tip 7: Reflect humility and a commitment to learning

Recognise the limitations of your own knowledge and admit when you are wrong. Be willing to listen to the new team member, and reach out to HR teams or Disability Contact Officers for support. Apologise and correct mistakes and commit to ongoing learning.

Tip 8: Recognise needs associated with other parts of the persons’ identity

Be aware that a new team member may experience challenges associated with other parts of their identity in the workplace. These challenges might intersect with their disability, resulting in further marginalisation. This is commonly known as intersectionality.

Conversation prompts for managers

Conditions you like to work in

  • Do you prefer quiet spaces, collaborative spaces, or a mix of both?
  • Do you like working on tasks independently or in collaboration with others?

How you like to be tasked, how do you like to learn?

  • What’s your learning style?
  • Do you need instructions in written format?
  • Do you need ongoing discussions about your work?
  • How do you like to receive feedback? Written? In person?

How you like to communicate

  • What are your communication preferences?
  • Do you prefer cameras on or off for virtual meetings?
  • Do you prefer communicating via email and chat functions or verbally?
  • How often would you like to schedule one-on-one catch-ups?

The hours you work best

  • When are you most productive?
  • Do you need flexible work arrangements?
  • Are there times in the day that should not have scheduled meetings?

What you love about work

  • What types of work / tasks do you enjoy? What gives you joy at work?
  • What are you hoping to gain from this role?
  • What workplace values resonate with you? Teamwork? Collaboration? Structure?
  • What kind of things bother you in the workplace?

Other things you want you want to share

  • What would you like your team members to know about you?

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The APSC acknowledges the Traditional Custodians of Country throughout Australia and recognises the continuing connection to lands, waters and communities. We pay our respect to Aboriginal and Torres Strait Islander cultures and to Elders both past and present.