Apt - Making it Work final report

Part Eight - Conclusions

Summary

The Making It Work project demonstrated that employers are willing to act on inclusion when support is practical, proportionate and clearly relevant to their circumstances. The main barrier is not intent but time, confidence and capacity. Future success depends on longer delivery periods, phased engagement, strong partnerships and sustained employer support that moves learning into everyday practice and demonstrable results for the business.

Conclusions

1. Employers are willing to improve inclusion when supported appropriately

The project demonstrated strong willingness among employers to become more inclusive, particularly when changes are practical, proportionate and aligned with business needs. Employers responded best to clear guidance, real‑world examples and tailored support rather than theoretical models.

2. Time is the single most critical factor in achieving sustainable change

Short delivery timescales limited employers’ ability to embed changes, particularly those requiring cultural or behavioural shifts. Evidence suggests that longer engagement periods would allow for deeper implementation, reflection and measurable impact.

3. Practical tools drive engagement and confidence

Employers consistently valued tangible resources such as induction checklists, wellbeing passports, digital accessibility recommendations and conversation frameworks. These tools increased confidence and made inclusive practice feel achievable.

4. Confidence, not intent, is the primary barrier to inclusion

Many employers recognised the importance of inclusive practice but lacked confidence or knowledge on how to act. Structured support, peer learning and lived‑experience input proved effective in bridging the gap between awareness and action.

5. Positive workplace conversations are a strong entry point for change

Work on Positive Workplace Conversations generated high levels of engagement and should be seen as a foundational activity. Normalising conversations about disability can create momentum for wider organisational changes, including consultation and system redesign.

6. Digital accessibility remains a significant and often hidden barrier

The Digital Access Reviews confirmed that inaccessible internal systems can unintentionally exclude disabled staff. While employers were often unaware of these barriers, they were receptive to feedback and motivated to improve when issues were clearly evidenced and alternatives available.

7. Assistive technology and accessibility are not yet embedded strategically

Employers typically address accessibility reactively rather than building it into onboarding, training and procurement. This points to a systemic gap that requires earlier planning and clearer organisational ownership within businesses.

8. Consultation mechanisms are least developed and least understood

Employers showed limited appetite for formal consultation structures, often due to misconceptions around complexity and resource demands. Lighter‑touch approaches and clear examples of value are more likely to gain traction and take up.

9. Lived experience input strengthens relevance and credibility

Meaningful involvement of people with lived experience was central to the success of the project. Their contributions improved the quality, relevance and credibility of recommendations and the employer tools we used.

10. One‑size‑fits‑all approaches do not work

Variation in employer size, sector and operating environment requires flexible, adaptable models. The project confirmed the importance of tailoring interventions while maintaining consistent inclusion principles regardless of the business we were working with.