Too many organisations treat accessibility as a nice-to-have, when in reality, it’s fundamental to creating truly diverse and inclusive workplaces. In this episode of Freeformers Unplugged, Emilie and I explore why accessibility needs to be baked into workplace design from the outset—not as an afterthought, but as a critical foundation.
The problem with treating accessibility as an afterthought
We kicked off the discussion with my reflection on past experiences where accessibility was retrofitted into learning and workplace design—often at an additional cost. The idea that organisations would charge extra to make their programmes accessible wasn’t just frustrating; it was actively discriminatory.
“If you’re going to apply human-centred design properly, surely you’d build in accessibility from the beginning?”
Emilie agreed, pointing out that under the Equality Act 2010, organisations have a legal requirement to ensure accessibility. Yet, many still view it as optional, failing to recognise that exclusion is built into systems, environments, and ways of working—not the individuals affected.
Are we designing for roles or for people?
A standout point from the conversation was Ron Redmond’s comment on LinkedIn, where he highlighted a common contradiction in how we approach accessibility.
“It’s interesting to think about how different job descriptions require different tools, training, and systems—but when different people need different tools to succeed in their job, it becomes a problem. Folks just need to look at this differently.”
We completely agree. Organisations are comfortable making adjustments for roles but struggle to apply the same logic to individuals. This mindset needs to change. If we’re serious about inclusion, we need to build flexibility into workplace design—not just to accommodate the requirements of a role, but to support the diverse needs of the people doing the work.
The social model of disability: Rethinking accessibility
One of the key takeaways was the importance of shifting from the medical model of disability—which places responsibility on the individual—to the social model, which recognises that barriers in society are the real issue.
“It’s not the person who is disabled; it’s the environment that is disabling.”
Take a wheelchair user, for example. If a building has a ramp, there’s no issue. If it doesn’t, the problem isn’t the wheelchair—it’s the stairs. The same applies in workplaces: rigid structures and outdated processes disable employees when they fail to accommodate different needs.
The five A’s of accessibility
We also discussed a useful framework called the Five A’s of Accessibility, originally from the TV Access Project but applicable to all organisations:
- Anticipate – Assume that disabled employees and customers will engage with your services. Design with them in mind from the start.
- Ask – Engage directly with employees to understand their needs, but don’t put all the burden on them to suggest solutions.
- Assess – Review existing policies and processes. Where are the barriers, and how can they be removed?
- Adjust – Make the necessary changes, whether it’s providing assistive technology, flexible working arrangements, or accessible communication.
- Advocate – Keep accessibility at the forefront and share best practices. It’s not just about compliance—it’s about creating better workplaces for everyone.
A call to action
For employers:
Accessibility isn’t just a compliance issue—it’s an opportunity to build a truly inclusive culture where all employees can thrive. Are you designing with accessibility in mind, or retrofitting it at the last minute? Let’s change that.
For HR consultants and people leaders:
If you’re advising organisations on diversity and inclusion, accessibility must be part of the conversation. How are you embedding inclusive design into your work?