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Introducing Inclusively Boost

Benchmarking to track progress and get tangible results

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The truth is that everyone can use a boost sometimes.

Inclusively consults with corporate clients who are ready to shift from a compliance-based accommodations process to a new way of thinking about accommodations, focusing on scalability, accessibility, productivity and employee success. For everyone.

We believe in the power of universal design, where the work we do benefits everyone—even those who don’t realize they will benefit.

We understand the importance of providing actionable data to create clear guidelines for progress

Boost clients receive an in-house evaluation that benchmarks their company’s existing Interactive Accommodations Process (IAP). Our experts measure the IAP in terms of five key components.

Culture of
Trust

Promotes open communication and psychological safety

Regulatory Compliance

Adheres to legal standards for equal opportunity

Feedback
Driven

Collects and applies feedback from stakeholders

Efficiency & Timeliness

Implements Success Enablers in a timely manner

Continuous Improvement

Self-evaluates using a consistent process

How we measure

For each of these components, we rate company performance on a scale of one to five, with level 5 being “Best in Class.” Our evaluations are based on an in-depth review of the company’s current accommodation framework, including existing policies and processes, employee surveys and interviews, identification of inconsistencies and risks, and a comparison of a company’s process to Best-in-Class benchmarks.

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How we help
you improve

These measures yield target areas for improvement, which we address with the client by developing a phased implementation plan. We provide on-demand advisory services throughout the journey, using a mix of original live and digital trainings created by experts in inclusive workplace practices.

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Illustration showing inclusive training sessions for employees

Deliverables

Other deliverables for this engagement, which is typically paced over 12 weeks, include relevant toolkits, scalability recommendations, and strategic advisory sessions.

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Illustration showing inclusive training sessions for employees
People are now realizing that you can't just muscle things back to how they were before the pandemic. We have a new generation entering the workforce that was diagnosed earlier than any generation that preceded them with learning disabilities and mental health conditions. This generation has requested personalized education plans that accommodated their needs and are placing the same demands on their employers as they start their careers.
Sarah Bernard, co-founder and COO of Inclusively
Sarah Bernard, co-founder and COO of Inclusively
☆☆☆☆☆
People are now realizing that you can't just muscle things back to how they were before the pandemic. We have a new generation entering the workforce that was diagnosed earlier than any generation that preceded them with learning disabilities and mental health conditions. This generation has requested personalized education plans that accommodated their needs and are placing the same demands on their employers as they start their careers.
Sarah Bernard, co-founder and COO of Inclusively - Premium Guide
Sarah Bernard, co-founder and COO of Inclusively
Sarah Bernard, co-founder and COO of Inclusively
You can have your cake and eat it too. You can create flexibility that actually leads to increased productivity and retention. It's not an either/or situation. You’re not opening the floodgates or a can of worms that you can’t control. Instead, you can put guardrails around this process, rather than letting it become chaotic and unmanageable.
Christina Mallon, Head of Inclusive Design at Microsoft
Christina Mallon, Head of Inclusive Design at Microsoft
☆☆☆☆☆
You can have your cake and eat it too. You can create flexibility that actually leads to increased productivity and retention. It's not an either/or situation. You’re not opening the floodgates or a can of worms that you can’t control. Instead, you can put guardrails around this process, rather than letting it become chaotic and unmanageable.
Christina Mallon, Head of Inclusive Design at Microsoft - Premium Guide
Christina Mallon, Head of Inclusive Design at Microsoft
Christina Mallon, Head of Inclusive Design at Microsoft
We need flexibility for women in the middle layers of a company. These are the people who have the institutional knowledge of how things work; they've been here for a significant amount of time. They are in the prime of their careers but also starting families. We don’t want to lose them. If they had more flexibility, retaining them would be much easier. We’ve done a good job in building programs for this, but many other organizations are still struggling.
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
☆☆☆☆☆
We need flexibility for women in the middle layers of a company. These are the people who have the institutional knowledge of how things work; they've been here for a significant amount of time. They are in the prime of their careers but also starting families. We don’t want to lose them. If they had more flexibility, retaining them would be much easier. We’ve done a good job in building programs for this, but many other organizations are still struggling.
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan - Premium Guide
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
People have been able to personalize almost every aspect of their lives. Everything is tailored, everything has an algorithm. The pandemic really provided the first opportunity to personalize work for a lot of people. Now, people want to tailor how they work. As long as it makes them productive and makes them more likely to stay — and doesn’t create an extra layer of administrative tasks for their managers — it’s a win.
Jon Singel, VP, Talent Acquisition at Lyft
Jon Singel, VP, Talent Acquisition at Lyft
☆☆☆☆☆
People have been able to personalize almost every aspect of their lives. Everything is tailored, everything has an algorithm. The pandemic really provided the first opportunity to personalize work for a lot of people. Now, people want to tailor how they work. As long as it makes them productive and makes them more likely to stay — and doesn’t create an extra layer of administrative tasks for their managers — it’s a win.
Jon Singel, VP, Talent Acquisition at Lyft - Premium Guide
Jon Singel, VP, Talent Acquisition at Lyft
Jon Singel, VP, Talent Acquisition at Lyft