I seem to be an outlier regarding compulsory training, especially disability inclusion training. While many people groan at the thought of another mandatory session, I see the potential. Done well, training can be a powerful tool for change. Done poorly, it’s just another tick-box exercise no one remembers a week later.
The reality is that most workplace training—whether on disability inclusion, compliance, or workplace culture—is approached with an attitude of obligation rather than opportunity. Employees rush through online modules, tick the “I have read and understood” box (even if they haven’t), and move on. Meanwhile, organisations congratulate themselves for ‘doing the work’ without assessing whether it made a difference.
And this is where the disconnect happens.
Many organisations assume that mandatory training is enough to shift workplace culture. They believe that by delivering a session—whether in person or online—employees will magically internalise the learning, unlearn biases, and make meaningful changes. But inclusion doesn’t work like that.
So, how do we change the narrative? How do we make mandatory training—particularly on disability inclusion—something people engage with rather than endure?
From Training to Professional Development
One of the biggest mindset shifts we need to make is moving from “training” to “professional development.”
The word “training” tends to carry baggage. It’s often seen as something employees have to do rather than something they get to do.
However, it becomes part of an employee’s growth rather than just another obligation when framed as professional development.
This shift changes the conversation:
🚫 Old mindset: “We have to do disability inclusion training.”
✅ New mindset: “This is a key professional development opportunity to become a better leader, colleague, and decision-maker.”
🚫 Old mindset: “This is just another workplace requirement.”
✅ New mindset: “Understanding disability inclusion helps me be more effective in my role and work better with my team.”
🚫 Old mindset: “This won’t impact my job.”
✅ New mindset: “Learning about accessibility, inclusive leadership, and workplace culture makes me more valuable as a professional.”
Why This Shift Matters
- It connects training to career growth. Employees are more likely to engage when they see how it benefits them professionally—not just the organisation.
- It increases leadership buy-in. When inclusion is positioned as a skill set rather than a compliance requirement, leaders are more likely to take it seriously.
- It makes training a continuous process rather than a one-off event. When inclusion is seen as part of professional development, organisations invest in ongoing learning rather than one-time sessions.
This approach benefits everyone. Employees develop stronger leadership skills, better communication strategies, and a deeper understanding of workplace dynamics. Organisations also build a more inclusive culture that doesn’t rely on tick-box training.
So how do we make this shift happen?
1. Make Training Relevant to People’s Roles
A one-size-fits-all approach rarely works. Employees need to see how the content connects to their actual work. A hiring manager, an HR professional, a customer service worker, and an executive will each interact with disability inclusion in different ways.
For example:
- A hiring manager might need practical guidance on recognising ableism in recruitment processes.
- A customer service worker may need tools to interact with disabled customers respectfully and inclusively.
- A policy team might need to understand how exclusionary workplace structures get reinforced at an organisational level.
Instead of broad, high-level sessions that barely scratch the surface, training should be tailored to different teams, using real-world examples that make sense for their roles. When people can see how the training applies to them, engagement shifts from passive compliance to active learning.
2. Ditch the Lecture, Encourage Conversation
A lot of workplace training is passive. Employees watch a video, complete a quiz, and tick a box—and that’s it. There is no discussion, engagement, or real opportunity for reflection.
But learning doesn’t happen in silence. It happens when people question, challenge, and discuss.
Organisations should prioritise interactive learning instead of relying on pre-recorded content or PowerPoint-heavy presentations:
✔ Workshops that encourage employees to engage with the content in real-time.
✔ Scenario-based exercises that let them apply concepts to real-world situations.
✔ Group discussions where employees can reflect on their biases, experiences, and assumptions.
When training becomes a two-way conversation rather than a one-way lecture, people are far more likely to engage, retain information, and, most importantly, apply what they’ve learned.
3. Stop Treating Training as a One-Off Event
A single training session won’t fix workplace culture.
Disability inclusion, accessibility, and equity aren’t things you ‘learn once and move on’ from—they require ongoing effort. Yet, in many organisations, disability training is treated as a standalone event rather than a continuous learning process.
Organisations must move away from annual (or bi-annual) checkbox training and instead:
✔ Integrate disability inclusion discussions into team meetings and leadership briefings.
✔ Encourage ongoing learning opportunities, rather than relying on one-off sessions.
✔ Ensure that training is reinforced through organisational policies and everyday practices.
If inclusion training only happens once a year, employees are more likely to treat it as a task to complete rather than something meaningful. Instead of a one-off compliance requirement, inclusion should be embedded into daily workplace culture.
4. Address the ‘Why,’ Not Just the ‘What’
One of the most significant barriers to practical training is that employees often feel like they’re being told what to do without understanding why it matters.
It’s not enough to say:
- “Use inclusive language.”
- “Make sure meetings are accessible.”
- “Consider accessibility in your projects.”
People need to understand the real-world impact of workplace behaviours.
For example, disability inclusion training shouldn’t just be about accessibility laws—it should highlight:
✔ How inaccessible hiring processes exclude talented candidates.
✔ How workplace ableism affects retention and career progression.
✔ How small, everyday changes can make workplaces more inclusive for everyone.
When employees connect training to real people and experiences, it stops being an obligation and becomes a personal motivation.
5. Measure Impact, Not Just Completion
Too many organisations define training success by asking:
- How many employees completed the training?
The real question should be:
- Did the training change anything?
Instead of just tracking attendance, organisations need to measure real impact:
✔ Do employees feel more confident applying what they’ve learned?
✔ Has workplace culture shifted as a result of the training?
✔ Are there fewer accessibility barriers in workplace processes and policies?
Training should be followed up with practical application—whether through ongoing support, additional resources, or opportunities for employees to continue engaging with the topic beyond the initial session.
Final Thoughts
Mandatory training doesn’t have to be something people dread. Training can be an opportunity rather than an obligation if we shift the focus from ticking a box to creating real change.
For me, disability inclusion training isn’t just about policies—it’s about breaking down barriers, challenging assumptions, and making workplaces genuinely inclusive. And if that makes me an outlier, I’ll take it.
Because if we’re serious about inclusion, training has to be more than a PowerPoint and a quiz.
It has to mean something.
Over to You
How does your organisation approach mandatory workplace training? Do you see it as an engagement tool or just another compliance requirement?
How to Work with Me
- I’m available for Disability Inclusion Policy and Action Plan Development, Inclusive Committee Reviews, Workshop and Focus Group Facilitation, Data Analysis, and Disability Inclusion Advising.
- You can book an intro chat to discuss your organisation’s specific needs.
- Book an intro chat with Ainslee.
