How to Build a For All Workplace: 3 Proven Strategies to Foster Belonging and Thriving Work Cultures

Operating in today’s dynamic business landscape requires companies to maximize human potential and create a workplace where every employee has the opportunity to succeed. This requires an inclusive culture where every employee feels genuinely valued, respected, and empowered, and where they can thrive in both their work and personal lives.

Here are three ways to build a For All^TM workplace:

1. Transparent Communication and Employee Engagement

Openness and transparent communication are vital for building trust and fostering a positive work culture. Equally important is creating an environment where every employee has the opportunity to give feedback and share their input. For example:

• Ensure clear and transparent communication to all employees, especially around rationale for decision making and changes
• Use different approaches and platforms to seek employee feedback and suggestions to ensure that everyone feels heard and valued

SC Johnson champions a culture where every employee’s voice is instrumental in shaping its culture. It established its first Employee Resource Groups (ERGs) – Women Belonging & Connection Indonesia – to create an inclusive work environment and also to provide an opportunity for employees to network and drive professional and personal growth through sharing and peer-to-peer engagements. The insights from these ERGs directly inform its inclusive programs and policies, to address employees’ needs and instill a sense of ownership by inviting them to be the change-makers.

2. Merit-Based Opportunity Structures and Equitable Access to Growth  

Ensure that people decisions and practices are based on merit. For example, ensuring that hiring and promotion decisions prioritize skills and potential, and all employees have equal access to career-building resources. These include

• Blind recruitment tools to reduce unconscious bias in hiring
• Development programs that identify and nurture talent at all levels
• Rotational programs/postings that expose employees to different job roles and teams

DHL Express Indonesia uses a career marketplace, powered by artificial intelligence, to match employees with learning opportunities within the company. Inspired by LinkedIn, the platform suggests open positions aligned with the career goals employees add to their profile. Its Talent Management system, My Talent World, is a global online system that supports group-wide learning, performance and talent processes. Its training catalog offers more than 5,000 different training sessions and learning offerings in over 25 languages, catering to every ability level.

3. Inclusive Work Design  

Offer a range of policies and programs that can support employee needs and responsibilities across different career and life stages. Design office spaces and facilities that are accessible to benefit everyone, regardless of their abilities. These include:

• Flexible work arrangements including flexi-place/remote/hybrid, flexi-time, part-time work
• Universal design principles in offices and tools for greater accessibility –adjustable workstations, captioned videos/translations for presentation and communications, accessible restrooms and flexible seating areas

Accenture strives to create a barrier-free workplace where every employee can thrive and do their best work, by leveraging technology, tools and training to help them succeed. For example, a digital Accommodation Support Tool, available in multiple countries, enables employees with disabilities to easily request and access assistive technology, flexible work arrangements, sign language interpreters, screen readers and more. Its Accessibility Centers worldwide also offer a wide range of assistive technology solutions to address different employee needs, including hearing, vision, mobility and cognitive solutions.

A culture of accountability

While it is important to build the infrastructure for an inclusive workplace through policies, programs and initiatives, a culture of accountability must underpin all these efforts for there to be authentic inclusion. These can be embedded into daily operations by cultivating a culture of psychological safety in the workplace, using a variety of approaches and platforms to ensure that they are effective for different groups of employees across the organization, and build capability of leaders at every level to lead and manage their teams in line with the desired culture.

Creating a genuine For All workplace is not just quick fixes and check boxes. It’s about creating an environment where your employees don’t just say “I work here” but “I can be myself around here; I belong here”. It’s a journey that takes time, commitment and consistent effort.