What if inclusion wasn't just about ticking boxes but about creating workplaces where everyone genuinely thrives?

In this episode of our Learn Better Podcast, hosts Caron Betts and Lee Rowlandson speak with Addison (Addie) Barnett, Principal Consultant at Inclusive Employers, about transforming workplace inclusion through data-driven strategies.

Addison's journey from English teacher to inclusion expert reveals how diverse experiences can fuel powerful change in the workplace. His story demonstrates that meaningful inclusion work requires both heart and hard evidence.

From medieval literature to modern inclusion

To kickstart the discussion, Caron asks Addie to talk through his career so far. His career path wasn't conventional. Starting with a master's in medieval literature, he became an English teacher working with disadvantaged teenagers and adults returning to education. This experience in further education was often referred to as the ‘Cinderella sector,’ as it was seen as a place where people could reinvent themselves. This showed Addie how transformative inclusive environments can be.

Addison moved into the homelessness sector and discovered the power of employee networks and acted as co-chair for the LGBTQ+ network. The success was tangible: Staff Network of the Year, Stonewall Top 100, and consistent recognition as a top trans employer.

This experience sparked a realisation: "I didn't want inclusion work to be a 'side of desk' thing anymore. I wanted it to be my full-time job."

What is intersectional inclusion?

Caron asks Addie to explain what an intersectional mindset means. He shares how the idea of something being intersectional is ‘recognising that as humans, we don’t fit into little boxes.’

For example, Addie explains how we’re not just defined by factors like our age, relationship status, or race, but we’re a blend of all of those things which gives us a unique perspective on the world.

This complexity can seem overwhelming for employers, but Addie offers the reassurance that when you improve accessibility for one group, it makes it better for everyone.

The power of data in inclusion work

While inclusion work is fundamentally about people, data provides the evidence needed to create lasting change. Addison emphasises that organisations often already possess valuable information without realising it.

He shares his experience of seeing that a lot of organisations lack good data literacy skills surrounding what data we actually need about humans. In essence, people often view data as financial figures, but in inclusion, it’s about people - demographics, experiences, behaviours. Many organisations will have useful HR data but don’t realise it.

The key is combining different types of information thoughtfully:

• Demographic surveys
• Staff engagement data
• HR metrics

Addie also warns against collecting data for data’s sake: “You’re asking people to share something personal and confidential about themselves, and then you don’t do anything with it. You’ve completely eroded that trust you built up.”

Building trust through transparency

Trust forms the foundation of successful data collection. Employees need to believe their information is safe and will lead to meaningful change. Anonymous datasets can help address privacy concerns whilst still providing powerful insights.

Addie shares the importance of communication throughout the data collection process. Organisations should be sharing what they’ve learnt from the data and showing the participants what they’re doing with it. He advises that “silence is really, really damaging.”

Measuring meaningful impact

For inclusion initiatives to succeed long-term, they must demonstrate measurable impact rather than just good intentions. Addison suggests a structured approach:

1. Set a baseline: Where are we now?

2. Define goals: Where do we want to be in two years?

3. Plan actions: What specific steps will we take?

4. Measure success: How will we track progress?

For example, if improving internal mobility is the goal, track whether more people from underrepresented groups are progressing internally and compare this to external recruitment costs. This provides a tangible return on investment.

Navigating AI in recruitment

As artificial intelligence becomes more prevalent in recruitment, Addie offers a balanced perspective, sharing that although AI can be useful, if it’s trained on biased data, then it’ll just be replicating those biases faster and more efficiently.

Rather than relying solely on technology, he advocates that a better long-term solution is investing in people and helping hiring managers recognise bias and run fairer processes.

Creating psychologically safe spaces

Many leaders fear discussing inclusion topics, worried about saying the wrong thing. Addison acknowledges this challenge but offers hope: "What works is creating space for learning, allowing people to make small mistakes and grow. When leaders model openness, curiosity, and humility, it sets the tone for the whole organisation."

Addison acknowledges that many leaders fear discussing inclusion topics, especially if they’re worried about saying the wrong thing. He shares how “the most powerful thing is not them having all the answers,” and that being open to learn about and make mistakes relating to areas they care about is much more powerful.

Essentially, the message is that inclusion isn’t about perfection, but about progress.

How to learn better

Lee asks Addie what the term ‘learn better’ means for him and his work. For Addison, learning better means approaching conversations with openness and humility. Fear shouldn't prevent meaningful dialogue about inclusion. When leaders demonstrate curiosity and willingness to learn, it creates an environment where everyone can grow together.

His work demonstrates that effective inclusion requires both passion and pragmatism, combining the desire to create a fairer world with the data-driven approach needed to make lasting change.

Next steps

If you are a learner or apprentice and need any additional support, learn more about how we can help or contact our Inclusion team at als@kaplan.co.uk.

If you’re an employer looking to improve your organisation’s data literacy skills, contact our team who can help with any training requirements.