An inclusion action plan translates an organisation's inclusion objectives into defined actions, responsibilities, measures, and timeframes.
Action plans typically fall into two categories: Generalist Inclusion Action Plans (GIAPs), which focus on building baseline capability by targeting psychological flexibility and driving organisation-wide behavioural change, and Specialist Inclusion Action Plans, which tailor targeted interventions to address the distinct needs and systemic barriers of specific demographics or identity groups (such as Accessibility, Gender Equality, or First Nations Action Plans).

A strong action plan should be informed by evidence about the organisation rather than a generic list of initiatives. This may include workforce data, employee experience, consultation, policy review, organisational risk, existing initiatives, and relevant regulatory requirements.

Importantly, an action plan should identify not only what the organisation will do, but what outcomes it is seeking to change and how progress will be measured.

DEI evaluation is the systematic process of assessing whether an organisation's diversity, equity, and inclusion initiatives are achieving their intended goals, driving real behavioural and structural change, and delivering a clear return on investment.

Despite its importance, evaluation is historically the weakest link in the DEI strategy lifecycle. Many strategies fail to build in quantifiable actions or ongoing monitoring mechanisms, relying instead on non-committal language (such as "explore," "consider," or "continue to support") that makes accountability nearly impossible.

Without rigorous evaluation, organisations track effort (e.g., number of workshops run) rather than outcomes (e.g., changes in retention, pay parity, or employee sentiment), if they measure at all. Evaluation ensures initiatives are measured directly against their strategic objectives.
Many organisations experience systemic pressure to focus primarily on the external marketing and reputational benefits of DEI work. Evaluation ensures internal practice matches external narrative, protecting the organisation against accusations of superficial compliance or DEI-washing.

Inclusion work is not static. Continuous monitoring and evaluation allow organisations to adapt their action plans in real time based on workforce trends, risk data, and changing regulatory environments.

A neuroinclusive workplace is an organisation in which systems, environments, management practices, policies, and ways of working are designed to support people with different neurotypes.

This includes, but is not limited to, autistic people and people with ADHD, dyslexia, dyspraxia, Tourette syndrome, and other forms of neurodivergence.
Neuroinclusion is more than awareness of neurodiversity. It requires organisations to examine whether recruitment, onboarding, communication, physical environments, work design, performance management, workplace adjustments, leadership, and organisational culture create unnecessary barriers for neurodivergent people.

Neuroinclusion matters because workplace systems can unintentionally prevent capable employees from performing at their best. Ambiguous expectations, unnecessary sensory load, inflexible communication, poorly designed meetings, inconsistent management, high cognitive load, and difficult adjustment processes can create barriers unrelated to an employee's underlying capability.

Addressing systemic barriers can support psychological safety, employee wellbeing, retention, manager capability, and more effective use of workforce talent. Importantly, many neuroinclusive practices, such as clearer communication, better work design, and greater role clarity, can benefit the wider workforce as well.