Decision Tree Activity MOD 4

Decision 1: Launching the Inclusion Action Plan Prompt: You are preparing the first internal launch of the Inclusion Action Plan. You have 30 minutes in the monthly managers’ meeting. How do you introduce it?

C) Wait until you receive the first few accommodation requests before finalising the procedure.

Options:

B) Include a clear procedure — who can apply, how requests are handled, response timelines, and confidentiality.

A) Keep it general — a one-paragraph statement that “we support all employees with disabilities.”

Step 2. Manager Training You’re planning the first inclusion training for line managers. One senior manager says, “I don’t need training — I treat everyone the same.”

Options:

C) Make the training optional to avoid pushback from senior staff.

A) Accept their statement — equality means treating everyone the same, right?

B) Encourage participation, explaining that the training builds awareness of barriers and solutions, not just legal duties.

Step 3. Handling a Request An employee discloses a chronic condition and requests flexibility to attend medical appointments. Your department is short-staffed, and other team members are complaining about workload.

OPTIONS:

A) Decline the request, explaining that it’s “unfair to others.”

C) Ask for detailed medical records to verify the condition before acting.

B) Arrange a discussion with the employee to explore flexible options (e.g. core hours, partial remote work).

Step 4. Monitoring Effectivenesss Six months later, HR reviews accommodation records and finds that requests are handled inconsistently across departments.

OPTIONS:

A) Do nothing — managers are autonomous, and variation is natural.

C) Publish a list of employees who received accommodations to promote transparency.

B) Create a short RA tracking template — record requests, actions, timelines, and outcomes.

Step 5. Building Inclusion into Strategy You’re asked to update the company’s annual HR strategy. You can choose one new inclusion target to integrate.

OPTIONS:

A) “We will respond to all accommodation requests within 3 months.”

C) “We will promote inclusion awareness on social media.”

B) “We will hire at least 10 employees with disabilities next year.”

Conclusion Slide

Well done! You’ve navigated the real challenges of embedding reasonable accommodation into workplace culture. Remember: inclusion isn’t a project — it’s a continuous commitment supported by clear policies, open dialogue, and leadership accountability. Reflect: Which of your decisions today reflected a proactive inclusion mindset? What’s one change your organisation could make to strengthen its reasonable accommodation culture?

❌ Feedback: Unnecessary. Employees only need to describe the barrier, not share private diagnoses.

❌ Feedback: Violates confidentiality and data protection principles.

✅ Feedback: Measurable, achievable, and directly tied to inclusion performance.

❌ Feedback: Equality ≠ sameness. Inclusion means recognising different needs and providing equitable support.

❌ Feedback: Inconsistent application = discrimination risk. Central oversight is crucial.

✅ Feedback: This aligns with the Employment Equality Directive (2000/78/EC) and CRPD principles. Transparency and structure prevent bias and delays.

✅ Feedback: Perfect. Supports GDPR-compliant documentation, learning, and continuous improvement.

❌ Feedback: Optional training rarely reaches those who need it most. Inclusion must be part of leadership expectations.

✅ Feedback: This is the “interactive dialogue” model — collaborative, fair, and compliant.

❌ Feedback: Awareness helps — but internal systems drive real change.

❌ Feedback: Denial without exploring alternatives breaches EU law. The duty to accommodate applies unless there’s a disproportionate burden.

✅ Feedback: Great approach — normalises inclusion learning as professional development, not punishment.

⚠️ Feedback: A positive goal — but hiring quotas without structural supports can backfire. Focus on systems, not numbers first.

❌ Feedback: That’s reactive — accommodation should be planned, not improvised.

❌ Feedback: Too vague. Without process details, managers won’t know what to do, and employees won’t know their rights.