Written by Paul Davidson.
Consultant, Tomowork | Senior Lecturer, Temasek Polytechnic | Advocate for Disability Inclusion.
Allyship is a key part of inclusive workplaces. This article will define allyship, share how an allyship program can benefit your company and why every employee, manager, and leader should understand it.
Part 2 of a series – Inclusion That Lasts: A strategic look at workplace culture for effective disability inclusion
In Singapore, well-trained staff are hard to come by and even harder to retain.
Thankfully each year a fresh cohort of ambitious, well-educated students graduate from Singapore’s institutes of higher learning (IHLs) – ie. polytechnics, ITE and universities. Within each cohort, there is an oft-overlooked pool of highly skilled graduates who, despite their scholastic achievements, find that their degree or diploma qualifications are surprisingly not enough to secure gainful employment. Although these graduates have jumped through all the hoops that define academic success, they face real barriers to finding employment.
Graduates with Disabilities
The biggest obstacle PWDs face when securing employment is the stereotype that they cannot fit into the modern workplace. However, research has proven that PWD graduates are hard-working, capable, and loyal employees who do not impede the team. For example, a 2022 SG Enable study, found that companies in Singapore that create disability-inclusive practices find that their employees are more purpose-driven, customer-centric and collaborative.
Research has proven that PWD graduates are hard-working, capable, and loyal employees who do not impede the team
One way to ensure that your company is always open to interviewing, recruiting and retaining highly skilled PWD graduates is by adopting an allyship program.
Like mentorship and sponsorship programs which already exist either formally or informally in the corporate world, allyship ensures that PWDs are well integrated into the workplace.
This article will define allyship, share how an allyship program can benefit your company and the features of a successful allyship program.
An intro to Allyship Programs
Chapter 1: Origins, definitions, and practical meaning in the workplace
Like mentorship and sponsorship programs which already exist either formally or informally in the corporate world, allyship ensures that PWDs are well integrated into the workplace.
This article will define allyship, share how an allyship program can benefit your company and the features of a successful allyship program.
What is Allyship?
And how is it viewed globally and locally?
Many Singaporean and multinational companies have implemented staff mentorship and sponsorship programmes to support their employees in their career journey.
MENTORSHIP refers to a 1-to-1 relationship between a senior staff member, known as the mentor, and a junior staff member, the mentee.2 The goal of the mentorship system is to allow for knowledge sharing, skills acquisition and career development in an emotionally safe environment.
Similarly, SPONSORSHIP is when senior managers not only look after the career development of the staff members they sponsor but go one step further by actively advocating for their protégés advancement into higher positions or into projects with greater visibility.
Just as mentorship and sponsorship programs have improved staff welfare and led to increased productivity and staff retention, so can an ALLYSHIP system benefit employees with disabilities.
Why is There a Need for Allyship?
Allyship takes place when a senior staff member partners with a protégé to identify barriers to advancement and advocate on their behalf, ensuring that PWDs are fully integrated into the workplace. These barriers can emerge at any stage of a person with disability’s career development, including recruitment, onboarding and career progression.
A successful allyship program provides PWDs with a dedicated avenue to address issues that are unique to their experiences. With a strong allyship program, PWDs can thrive in a company that views their ‘disabilities’ not as ‘inabilities,’ but as challenges that can be overcome.
How Did the Concept of Allyship Arise?
To truly understand allyship, it is important to consider its origin.
The term ‘allyship’ first emerged during the American civil rights movement of the 1960s and 70s and is closely linked with social justice. Traditionally, allyship meant “Supporting other people who are part of a group that has been historically marginalized, although you are not yourself a member of this group.”
However, over the past six decades, the concept of allyship has transformed to suit different needs and can now be seen in many corporations through Diversity, Equity, and Inclusion (DEI) programmes and in Employee Resource Groups (ERGs).
vantagecircle.com defines corporate allyship as:
“Supporting and advocating for colleagues from marginalized groups. Allies use their own privilege and influence to help amplify underrepresented voices. They work to improve diversity, equity, inclusion, and belonging. Allies aim to create a more just, neutral, and welcoming environment for all.”
"Allies use their own privilege and influence to help amplify underrepresented voices. "
In practical terms, fostering allyship for PWDs means lending support to Persons with Disabilities in the workplace. Allyship is not only essential to advancing the social justice case for hiring PWDs but also serves as a cornerstone of corporate DEI strategies and sound business practices.
Closer to home, Singaporean businesses are no stranger to the concept of allyship, which is defined by Chief Executive Officer for Deloitte Southeast Asia, Philip Yuen, in a speech as:
“..a peer, a colleague, that can help and support an individual through day-to-day workplace challenges by showing encouragement, empathy and understanding. Allies are commonly described as those who actively promote and aspire to advance a culture of inclusion by utilising intentional, positive efforts. They strive to support co-workers who might be marginalised, under-represented or face micro-aggressions in the workplace.”
In other words, if you do not have a disability yourself but make a conscious effort to publicly stand up for PWDs in your workplace – ensuring they are hired, treated fairly, have access to assistive technology, and are given opportunities for promotion, then you can consider yourself an ally.
Allies typically take on this role out of a strong personal commitment to social justice and inclusion. Similarly, companies can establish formalised allyship programs, just as they have implemented mentorship and sponsorship programs for all staff.
You can consider yourself an ally if:
You do not have a disability yourself but make a conscious effort to publicly stand up for PWDs in your workplace - ensuring they are hired, treated fairly, have access to assistive technology, and are given opportunities for promotion.
Common Misunderstandings About Allyship
The term ‘allyship’ is often misused by individuals and companies, with management and staff members labelling themselves as ‘allies’ simply because they believe they are being “friendly and supportive to everyone”. True allyship, however, goes beyond polite social etiquette.
A genuine ally uses their voice, position, and influence within an organisation to advocate for persons with disabilities, improve workplace accessibility, prevent discrimination, ensure that PWDs have opportunities for promotions and are on the pathway to a successful career.
True allyship goes beyond polite social etiquette.
It requires voice, action, influence.
Being a true ally: Making inclusion work
Genuine vs. performative allyship - how to get it right
How do we know if our company is allying successfully with PWDs? Authenticity, evaluation and iteration is important.
While companies often launch allyship programs with good intentions, these programs can go off course if not carefully monitored.
What begins as a genuine intention to create allyship programs can sometimes devolve into ‘performative allyship’. This term, as the name implies, describes situations where management or employees say and do the right things but only for the sake of appearances. These individuals or teams often use terms like ‘ally’ and ‘allyship’ as buzzwords, without demonstrating true support for their colleagues with disabilities. In contrast, a genuine ally actively seeks meaningful ways to assist individuals with disabilities, foster an inclusive environment, and ensure PWD staff are empowered to achieve their career aspirations.
(Often allies are) well-meaning but not willing to put themselves on the line for marginalized groups. Allyship is systemic action, not labels for people
Performative allyship is discouraging for PWDs because it makes them feel that their company only demonstrates inclusion, however the corporation falls far short of making their workplaces accessible and inclusive.
When a company’s management encourages allyship among their employees and introduces an effective allyship programme they can make their PWD staff feel at home, which in turn will increase productivity and retention.
Allyship ≠ DEI
Another common misconception is that allyship programs are synonymous with DEI legislation which Republican politicians in the United States oppose. They argue that DEI programs are an attack on meritocracy and should be eliminated. However, the opposite is true.
PWDs often have the skills and academic qualifications which would merit a good position in a company but find it difficult to gain employment and are given fewer advancement opportunities. These politicians ignore the decades of research that show the benefit of having a diverse workforce. For example, McKinsey & Company, researched top companies and found that those which had a diverse labour pool enjoyed 2.5 times higher cashflow per employee. Similarly, inclusive teams were more than 35% more productive and made better decisions 87% of the time.
Although it is still too early to fully assess the impact of the new anti-DEI legislation, the decline in corporate support for DEI is likely to have devastating consequences on the hiring of persons with disabilities.
In top companies:
2.5x higher cashflow per employee where labour pool is diverse
35% more productivity, in inclusive teams
87% better decision-making, in inclusive teams
(Troubling) Public Perceptions of PWDs in Singapore
In Singapore, the Ministry of Social and Family Development (MSF) recently reported a disturbing downturn in attitudes towards PWDs among Singaporeans which could affect the dynamics of the workplace.
According to MSF, Singaporeans are now less tolerant of PWDs than they were just 4 years previous. The results of a December 2024 poll by MSF demonstrated that positive feelings among Singaporeans towards PWDs fell between 2019 and 2023. In fact, the percentage of respondents who chose, “moderately positive” to “extremely positive” fell from 76.8% to 68.9% per cent, or 7.9% in total.
The groups hardest hit were those persons who have ‘invisible disabilities’, meaning those PWDs who cannot be identified as disabled at a glance. For example, PWDs with autism saw a 9% drop in positive perception, while those with intellectual disabilities 2.4%, and sensory disabilities 1.4%.
Public perception towards PWDs (vs 2019)
with Autism: 9% drop
with Intellectual Disabilities: 2.4% drop
with Sensory Disabilities: 1.4% drop
Increasing negativity towards PWDs directly effects young professionals with disabilities as their future employment successes are determined by the overall public’s perception of them. If Singaporeans become less accepting of PWDs in the workplace it has a direct knockdown effect on the number of PWDs that get hired, even those with tertiary qualifications.
This downward trend does not auger well for the Singapore government’s attempt to reach their target of increasing the employment rate from 32.7% to 40% for persons with disabilities by 2030, which in real terms means an additional 4,500 PWDs in the workforce.
Ironically, Singapore is in a period of labour shortage and needs more young professionals to keep the country strong.
According to the Ministry of Manpower’s 2024 third-quarter Singapore jobs report, there are presently 1.36 job vacancies per unemployed person. Therefore, there is little reason why PWD graduates should find it so difficult to find gainful employment.
Singapore government aims to raise the employment rate of Persons with Disabilities from 32.7% to 40% by 2030
Workplace Trends in Singapore
The good news is that there is greater support in Singapore for DEI policies and allyship.
According to research presented in the Workday study “Global Blueprint for Belonging and Diversity”, 12 88% of Singaporean organisations budget for DEI initiatives — which is higher than the global average of 85%.
Similarly, almost 90% of local organisations have a DEI budget in place.
However, 23% of the companies highlighted that their initiatives are for short-term programs.
Although there is enthusiastic support for DEI and allyship programs in Singapore, companies need to adopt a long-term approach. As highlighted in our previous article, the social justice case for hiring PWDs remains the strongest. When companies recognise the social value of hiring persons with disabilities—not out of obligation, but because they have the skills and abilities to succeed—they create a more inclusive workforce that fosters innovation, enhances productivity, and reflects the diversity of their customer base.
Although there is enthusiastic support for DEI and allyship programs in Singapore, companies need to shift from a short-term to a long-term approach.
WHo is involved in Allyship?
Workplace allyship requires diverse perspectives, groups, leaders and peers
No one is born with the skills required to be a successful ally.
Allyship is a learning process. From a young age, children are taught to be kind to persons with disabilities because they are ‘disadvantaged’ and in need of charity, which — given technological advancements in engineering and computing — is no longer true. The ability for PWDs to perform at or above par with their colleagues is truer now than ever before.
Similarly, society frequently harbours an ableist bias, assuming that individuals with disabilities are inherently less capable than those without disabilities. This assumption is misguided, as history is full of examples of PWDs who have profoundly shaped and influenced our world.
Why Corporate Support of Allyship is Important
In the workplace, once an employee who is working alongside a PWD understands the accommodations and requirements of their peer, then that PWD becomes no different from any other team member. Allyship plays a critical role in fostering this understanding, and its positive impact is evident within companies.
It is important to remember that building allyship within an organisation is a continuous process that involves experimentation and learning from mistakes. As Philip Yuen of Deloitte Singapore states:
“The allyship journey for an organisation is an iterative process that should allow for trial and error, and leeway for mistakes. There is no roadmap or precise way that an allyship program should be designed – each organisation will vary the size, design and content based on their own values.”
"The allyship journey for an organisation is an iterative process. There is no roadmap or precise way that an allyship program should be designed – each organisation will vary the size, design and content based on their own values."
Do allies really make a difference?
Yes, they do.
Historically, due to the ableist mindset PWDs have found it difficult to advocate for themselves in the workplace. In most companies, they are in the minority, and it is difficult to speak out to let others know what they need.
An ally can help amplify their voice, encourage them to participate, advocate for accessibility, challenge misconceptions, provide a listening ear, and highlight PWDs skills and contributions.
Speaking to the Singapore Academy of Law on 4 October 2024, Chris Watson, one of the world’s leading communications law experts and Chair of the Management Board of CMS Technology, Media, and Communications, emphasised the importance of allyship in organisations:
“Allyship brings people to the centre and lets them know you are fighting a common cause. It’s really important for allies to understand that actually, just by being there, you can make a difference. You must not discount the value of being engaged and part of the journey. … The importance of people at the top of an organisation committing to allyship cannot be overstated.”
Inclusion is a shared responsibility.
Watson also emphasized that allyship with diverse employee groups should be integrated into organisations through allyship, proactive leadership and mentorship, creating a culture where inclusion is a shared responsibility, and every employee feels empowered to contribute their best.
He also highlighted that it often does not take much for management to let their staff know they are supporters of allyship:
“It’s surprising how little it can take. Sometimes, it’s enough to be slightly visible, to affirm with a word here and a word there, and to support people’s independence and their ability to follow their own direction”.
Hence having an ally within a company can make a world of difference for a PWD but does not require extensive training, investment of resources or time.
A strong allyship program must include diverse perspectives, from employees with disabilities themselves to senior management, supervisors, employee groups and more.
Don't Neglect to Involve Persons with Disabilities
When considering what your company can do to foster inclusion for PWDs, it is important to seek the advice and support of PWD staff members.
A strong allyship program must include the diverse perspective of employees with disabilities within the company. Otherwise, the program may not gain traction. For instance, in the case of an office renovation project, it is essential to ensure that PWDs are actively involved in the process. Decisions about workspace redesign can have significant implications for mobility, noise levels, and lighting intensity, all of which maydirectly impact PWDs ability to perform their jobs effectively. Conversely, when office renovation designs take their needs into account, PWDs can experience a dramatic increase in productivity.
Traditionally, PWDs have not been consulted on decisions that directly affect their lives.
To address this, the disability rights movement have adopted the slogan “Nothing about us without us,” emphasising that no decisions should be made on behalf of PWDs without their input.
Despite increased awareness of PWD rights, many PWDs still face the consequences of well-meaning but poorly informed decisions made without their involvement. Therefore, to create a robust allyship programme, it is important to gain feedback from PWD employees and involve them in the decision-making processes in areas that affect their workspace, wellbeing and ability to succeed in their careers.
"Nothing About Us Without Us"
The Continuous Journey of Allyship
Allyship isn’t a one-time effort—it’s a journey of reflection, adaptation, and authentic action.
So how do you know if your organisation is truly supporting PWDs? Is your allyship program working? In the next article, we’ll explore how organisations can reflect, evolve, and strengthen their allyship programs to ensure they remain authentic, impactful, and sustainable over time.
Useful References:
Definition: Ableism is the discrimination of and social prejudice against people with disabilities based on the belief that typical abilities are superior. At its heart, ableism is rooted in the assumption that disabled people require ‘fixing’ and defines people by their disability. – accessliving.org
