Knowledge and Experience Zone

Many employers employ or want to employ persons with disabilities, but they are often held back by key questions: "are we ready for this?", "are we doing this right?". A conscious policy of employing persons with various types of disabilities is a holistic process encompassing many spheres of organizational functioning. It is therefore no wonder that employers experience anxiety about making mistakes or overlooking important legal and organizational aspects. Our work model was created to transform this uncertainty into a professionally planned process, giving you and your team a complete sense of security and confidence that you have taken care of everything.

As part of our collaboration with Device Europe – a technology company operating in the European market – we had the opportunity to take a closer look at an organization that consistently builds its position based on quality, innovation, and long-term development thinking. Although the company has approximately 45 employees, the scale of its DEI (Diversity, Equity & Inclusion) strategy resembles that of mature, much larger organizations. What stands out is not only a declarative approach to equality and inclusion but, above all, a solid foundation of policies, procedures, and conscious management decisions that genuinely translate into organizational culture.

Often in our work, we encounter resistance due to the belief that DEI activities only benefit selected groups. In the case of HR processes - such as recruitment, promotion, or feedback processes - striving to make them fair, inclusive, or transparent is sometimes perceived as an activity that is meant to give an advantage to certain people (e.g., women). So how do we design activities that are fair and effective, while not creating solutions that may be perceived as favoring selected people? How do you mitigate the risk of potential inequalities in your organization? Our answer is Universal Design (UD).

What is sometimes the best step before we start changing our systems and processes in an organization? Stopping and carefully analyzing what is already working well and what can be improved.

We talk about the behind-the-scenes development of a film on neurodiversity in Orange. I am glad that Sylwia Sikorska-Ney shared the story of the project, which shows that openness to different ways of thinking can be a strength of an organization. This film is not just an image - it is a manifesto of authenticity and empathy in the workplace. Its originator and co-creator talks about where the idea came from, what the preparations looked like and what this project has changed in the company.

Large organizations face the challenge of effectively training multiple teams working at different locations and rhythms. It is difficult to find a date that is convenient for everyone, and different departments have their own specific work cycles and moments of increased workload.

December is a month of extraordinary symbolic significance. For millions of people around the world, regardless of their faith, it is the "season of lights," a time of reflection, community, and giving. Although in many cultures Christmas naturally takes center stage, the December and January calendar is densely filled with rituals and traditions based on various grounds - religious, cultural, and secular. In the context of multicultural teams, the way holidays are celebrated ceases to be a matter of decoration and becomes a test of the company's inclusion policy.

mBank decided to completely change the concept of its employee networks - or rather, groups of diversity ambassadors and ambassadors, as this is how these initiatives are referred to at mBank. And while in many organizations they operate on the basis of fixed, thematic groups - for example, dedicated to the LGBT+ community, women or different generations - here they decided on a completely different, innovative approach. What you will read in a moment is a very good example of agile thinking in practice: flexibility, openness to change and courage in adapting activities to the real needs of the working people. This is a story about listening, observing, learning lessons and not repeating patterns just because "that's the way it's always been done."

As a VET professional, you know full well that your work takes place at the intersection of different realities and contexts. On one hand, you meet students – each bringing their own life story, attitudes, and learning experiences – and on the other, the specific demands of employers and the dynamic world of the industry. Reconciling these perspectives and acting as a bridge between them is a crucial, yet demanding, task.