Written by Paul Davidson.
Consultant, Tomowork | Senior Lecturer, Temasek Polytechnic | Advocate for Disability Inclusion.
Part 3 of a series – Inclusion That Lasts: A strategic look at workplace culture for effective disability inclusion
In the first article, we introduced the three persuasive cases that companies use to substantiate hiring Persons with Disabilities (PWDs): the legal case, the business case and the social justice case. In the second, we introduced allyship and it’s role in creating an inclusive environment where PWDs have the opportunity to prove themselves as valuable members of your team. In this last article in the series, we examine how organisations can build and evaluate disability inclusion so that it endures over time and continues to benefit from the talents of PWDs.
Allyship in the Workplace
Allyship plays a vital role in creating workplaces where Persons with Disabilities (PWDs) can thrive—and where organisations benefit from their talents.
It goes beyond good intentions. True allyship means using one’s position and influence to advocate for accessibility, challenge misconceptions, and amplify voices that are often unheard. In an environment that views ‘disabilities’ not as ‘inabilities’ but as challenges to be understood and addressed, PWDs can contribute and excel.
Because PWDs are often in the minority, having genuine allies across all levels of an organisation helps ensure their needs and contributions are recognised. This, in turn, allows companies to fully harness the potential of qualified individuals within their workforce. Building such a culture takes continuous effort, reflection, and commitment—from management to employees alike.
Allyship is a continuous, iterative process. So how do you know whether you’re being a good ally? How do you evaluate how much progress you’re making?
The Allyship Continuum
Understanding your starting point and growth journey
One valuable tool for understanding what it means to be an ally is the Allyship Continuum, developed by bestselling author and inclusion expert Jennifer Brown. This framework helps individuals and organisations identify where they stand on the spectrum of allyship and assess how supportive they are of persons with disabilities.
The Allyship Continuum is divided into four categories:
- Apathetic
- Aware
- Active
- Advocate
Learning to be an effective ally is a process that takes time. It is important for staff not to be judgemental and scornful of themselves as they transform from being Apathetic to a reliable Advocate. By introducing your colleagues to the Allyship Continuum, your team can develop a shared language to justify and strengthen support for PWDs in the workplace.
The Allyship Continuum is particularly useful because it helps employees gauge where they stand on the spectrum of awareness and advocacy. For example, you might be a strong Advocate for people with mobility challenges but still at the Apathetic stage when it comes to understanding the needs of individuals with autism.
Similarly, your position on the continuum can shift over time. For example, one year you might be at the Advocate stage, because you are managing a PWD but by the next year you could return to the Aware stage, but not directly advocating, because your job role has changed.
The Allyship Continuum is a valuable tool for continuously guiding employees on their journey to becoming advocates.
Where Are You Now? 4 Stages of Becoming a Good Advocate
Here is a detailed explanation of each stage.
1) Apathetic
The Apathetic stage is where many of us begin because we have never considered the unique needs of persons with disabilities. At this stage, there is “no understanding of the issues” facing PWDs. To move forward, it’s important to start with small steps, do some research online or have conversations with PWD colleagues, family members or friends to gain insight into their lived experiences.
2) Aware
At the Aware stage, you begin to understand the challenges that PWDs face in the workplace. You may offer a listening ear and show sympathy to your colleagues, but you are not yet actively working to improve their situation. To advance further, consider how your words and actions can make a significant difference in their lives. For example, in a meeting where issues affecting PWDs are discussed, you can speak up on their behalf to ensure their needs are addressed
3) Active
Reaching the Active stage means that you are well-informed about the issues PWDs face and actively show your support. You collaborate with your PWD colleagues and lend your voice when needed. At this stage, you take intentional actions to create a more inclusive environment, making sure your support is visible and impactful.
4) Advocate
As an Advocate, you go beyond supporting PWDs. Instead, you work in partnership with them to champion inclusion as part of your mission. Advocates are deeply aware of how every word, policy, and decision they support impacts the lives of PWDs in the workplace. You commit to consistently working alongside PWDs to ensure their perspectives are represented in discussions and decision-making processes and being their voice when they are not present.
In summary, the Allyship Continuum provides a useful roadmap and a common language for growth, encouraging everyone to move beyond passive understanding and actively support PWDs in meaningful ways.
Supporting PWDs in the workplace
Practical steps for employees and management
At the Employee Level
Employees can offer PWD their support through sharing opportunities suggestions, encouragement and general support.
The hallmark of a healthy allyship programme is fostering Employee Resource Groups (ERGs) as effective ways to build bridges between PWDs and non-PWD staff.
ERGs are voluntary, employee-driven groups within companies designed to promote diversity, equity and inclusion within the workplace while at the same time supporting the goals of their organisations. If you have never heard of ERGs, they are similar to co-curricular activities that students sign up for based on their interests.
ERGs are given a budget and usually represent and assist those groups that tend to be marginalised in large companies. With ERGs, PWDs can find a place to bond with their peers with disabilities, organise informational events and work to make the workplace better for their fellow PWDs.
Usually, ERGs are open to both minority groups and their allies.
If the company is willing, ERGs can be involved in recruitment, training, mentoring and allyship programmes.
In Singapore, one company known for its vibrant ERGs is Micron Semiconductor Asia Pte Ltd. They have an ERG called Capable which “strives to foster a workplace where seen and unseen disabilities are embraced, allowing our employees to thrive and succeed in a climate of acceptance and equality.”
CAPABLE “strives to foster a workplace where seen and unseen disabilities are embraced, allowing our employees to thrive and succeed in a climate of acceptance and equality."
Micron Singapore asserts,
“At Micron, we are committed towards promoting and maintaining an inclusive culture, and ‘Capable’ ERG helps build a safer and more engaging environment for all.”
As a result, Micron Singapore was the first tech company to receive SG Enable’s Enabling Mark (Gold) for its work to ensure equal employment opportunities for PWDs.
At the Corporate Level
Setting up ERGs is the most common way that multinational corporations empower PWDs. However, ERGs are less common among Singaporean companies. Corporations in Singapore commonly support charities by providing financial donations, participating in charity events like the Purple Parade, and organising employee training and awareness campaigns in collaboration with their chosen charitable organisations.
Singaporean corporate leaders could investigate creating a support network for their PWD staff. An effective ERG program can go a long way in creating an environment of PWD awareness and acceptance.
Similarly, corporate leaders can work together with non-governmental organisations (NGOs) to champion PWD awareness, organise customised training programs for employees at all levels and help source and train for new recruits with the precise skills that the company needs. At TomoWork, for example, we work with a variety of local and multinational corporations to assist them in training and recruitment of PWD university and polytechnic graduates.
By creating a strong ERG and cooperating with local disability-focussed organisations corporate CEOs can make a significant difference in the careers of PWDs by fostering an environment where PWDs feel accepted.
At the Management Level
At the management level, employees can learn how to mentor, sponsor and ally with PWDs, in order to guide them through their careers and set them on a trajectory towards success.
They can also introduce the LEAP framework for all staff to learn how to be better allies.
The LEAP Framework
Listen and Learn
Engage
Ask
Provide
L: Listen and Learn
By listening to PWD colleagues and learning from their experience an employee can move from the Apathetic stage to the Aware stage in the Allyship Continuum. In this way, staff become aware and therefore improve their ability to ally with PWDs
E: Engage
Through ERGs, training sessions, and other bonding activities, staff can get a deeper understanding about issues facing PWDs. By engaging with PWDs, an employee will learn about the specific problems that PWDs face in their workplace.
A: Ask
Employees can be encouraged to ask questions of PWDs about their lives outside of their disability. For example, Allies could ask PWDs about their actual work, what career goals they have, and how they are planning to achieve success.
P: Provide
Employees can offer PWD their support through sharing opportunities suggestions, encouragement and general support.
Conclusion
Fostering allyship in your company creates an inclusive environment that welcomes PWDs. This enables your company to hire highly capable individuals who are eager to work and contribute meaningfully. With the right support, they can build lasting and fulfilling careers within your organisation.
