Training, Inclusivity, Mentoring, recruitment

Preventing Workplace Discrimination

Sue Garner / October 30, 2024

Employment law is being updated to better reflect the modern workplace. It is now widely recognised that when all employees are treated with respect and fairness, the employer reaps the rewards of higher productivity. Good work practices also attract and retain diverse talents that fill skill gaps and give an organisation a competitive edge. Building a Diverse Workforce The modern workplace requires a fresh perspective. Traditionally, successful hires were based on educational achievements, gift of the gab, industry experience and the ability to accept a full-time contract. It is now recognised that this approach is biased. That’s because it is a barrier to a significant percentage of talented individuals who don’t fit the mould. By thinking broadly, offering flexible working opportunities and using assessment tools to eliminate unconscious bias, we can find the best people for the job based on skills and potential. A shake-up of job descriptions and a greater focus on capabilities have resulted in many organisations building a diverse workforce. However, recruiting a broader range of talent is just the start. Psychologically Safe Workplace Culture It is equally important to foster a workplace culture that values every individual based on their contribution to team success. In addition, we need to ensure everyone is protected from discrimination and harassment. Achieving this is reliant on a Diversity, Equality and Inclusion (DEI) strategy, staff training and providing individuals with the resources they need to do their job. I believe that there is incredible value in opportunities to help everyone understand and appreciate the diversity of the workforce and how this benefits the business as a whole. Part of my training offer is raising awareness of neurodiversity in the workplace. In addition, you might work towards being a Disability Confident Employer or proactively discover more about the cultures represented in your team. When employees feel accepted, it can transform team dynamics and help everyone to realise their potential. A psychologically safe workplace culture ensures everyone feels they belong. And, that sense of being part of a team lowers staff turnover. What’s more, greater diversity makes customers feel welcome and accepted and that boosts market share and profits! Avoiding Tribunal Cases Cases of employee discrimination do end up in court, with both employees and employers being held responsible for acts of discrimination. Unfortunately, this disrupts operations, impacts colleague morale, can damage the reputation of the business and be costly. Cases of disability discrimination, including neurodiversity, were up 30% in 2023* compared to the previous year. A significant number cite unfair assessments of performance**. So, how do you prevent your business from being viewed as an unfair employer in the eyes of the law? Here are my 5 tips for preventing workplace discrimination: If budget is an issue, my online courses will help – particularly those focused on preventing sexual harassment and discrimination and neurodiversity awareness – email me to discuss your needs! You might also be interested in the CIPD’s guide on Neuro-inclusion at Work. Breaking Down Barriers to Employment It was once considered inappropriate for women to enter the workforce. However, given the chance, we proved capable of achieving in every industry. Meanwhile, other groups remain underrepresented and we need to change our thinking to give them better opportunities. Let’s view people based on abilities and be open to different ways of working to break down the barriers to employment. This is important for individual and business success. As a trainer experienced in the delivery of Neurodiversity in the Workplace programmes, I can upskill your managers and team. Get in touch to find out more about building awareness, reasonable adjustments and avoiding discrimination. Email info@suegarner.co.uk or call me on 07775 624724 to start the conversation. *https://www.hrmagazine.co.uk/content/news/acas-sees-surge-in-disability-discrimination-claims/ **https://www.business-reporter.co.uk/human-resources/neurodiversity-and-increasing-risk-of-tribunals

Mentoring, Coaching, recruitment

Does Employee Engagement Matter?

Sue Garner / July 30, 2024

Employee engagement can be described as a connection between an individual and the organisation they work for. Ideally, an employee will understand and align with the values and goals of the company. It’s about seeing the worth of contributing their time, energy and skills beyond getting paid. But, does employee engagement matter? Less than a Quarter of Employees Feel Engaged The latest Gallup ‘State of the Global Workforce’ report states that just 23% of employees feel engaged in their work. Of the rest, 62% feel uninspired and just do the bare minimum and 15% are actively disengaged, with their efforts focused on finding a new role. Don’t disregard this as one of those studies that represent the views of a handful of respondents. Gallup’s findings are based on feedback from employees in 183,000 businesses across 53 industries in 90 countries. So, as an employee, are you one of the 23% or are you simply going through the motions to get to the next payday? If this is the case, think about why you stay. There could be another opportunity out there where you can contribute, apply your skills and achieve job satisfaction. As a manager, do you care if your employees are engaged or are you simply satisfied if they turn up each day and don’t leave you short-staffed? And, if you are a business owner, do you think that employee engagement has any relation to your bottom line? In this article, I’d like to share why employee engagement matters to the individual and the organisation. The Benefits of Employee Engagement The key insights of the Gallup report* suggest significant differences in the performance of the top quartile and the lowest quartile. For a start, those organisations with low employee engagement experience 51% higher staff turnover. This is coupled with higher rates of absenteeism, health & safety incidents and workplace theft. In contrast, where employees are engaged, the organisation benefits from higher productivity and profitability. What’s more, these businesses show greater resilience to turbulent economic and political circumstances. On a personal level, when employees have enthusiasm and dedication to their role, well-being is heightened. This improves workplace performance and has a positive impact on other areas of their life. How to Increase Employee Engagement There are many factors in building an organisation where employees feel connected, valued and committed. Here are three elements that I believe are fundamental requirements. 1. Identify Company Values Have you identified what your brand stands for and is this communicated to all employees through every decision the company makes? Beyond the products and services, these values underpin your reputation and how it is perceived. If you want employees to feel proud to work for you, they need to understand and share these guiding principles. 2. Recognise Employee Skills, Knowledge, Experience & Potential Irrespective of job role or position, every one of your employees has skills, knowledge and experience that can contribute to business success. Do you take time to get to know your team, so you can select the right people to contribute? Are all employees respected, invited to the table and empowered? And, when someone comes up with a great idea, supports others, receives positive feedback or pulls out all the stops, is this recognised? 3. Equip Managers with Training & Coaching The Gallup report shows a strong correlation between engaged managers and engaged staff. More strikingly, the research suggests that 70% of the variance in team engagement results from managers. This means the performance of everyone in a company can be driven by an inspiring, involved and supportive manager or dampened by an ineffective one. As I’ve mentioned in previous articles, people are often promoted into management roles due to being experts in their field or loyalty to the company. They step into the role with no experience in managing others and no leadership training or coaching. As such, they are not equipped to discover what drives and motivates the individuals in their team. Management Training for Employee Engagement In partnership with Trainers Library, I deliver four modules for managers which focus on employee engagement. I believe these offer a good understanding of the benefits and challenges, with practical steps to help you upskill. Module One – What’s In It For Me, provides a good foundation for understandingModule Two – Job or Organisation, focuses on pride in where you work and what you doModule Three – What Engaging Managers Do, explores skills and behavioursModule Four – Building Engagement offers practical steps to implement at work In addition, the focus of performance coaching is often directed towards assisting managers with leadership challenges. This helps individuals consider a range of options and the potential impact, so they can find the most appropriate course of action. I also offer online courses to build specific management capabilities. Employee Engagement Matters This article has outlined the benefits of employee engagement to individuals and organisations. It shows that where values are aligned, team members are respected and quality managers have the skills to lead, a company and its staff can thrive. So, what actions will you take to encourage your team to work for more than money? I’m now taking bookings for employee engagement training in Autumn/Winter 2024. Contact me to find out more. I’m also happy to discuss a tailored ‘pick & mix’ package of training, online courses and leadership coaching to match your business needs. * https://www.gallup.com/workplace/645416/key-insights-global-workplace.aspx

Mentoring, Coaching, recruitment, Training

The Importance of Self Awareness in Leadership

Sue Garner / May 29, 2024

Are you a great leader with the skills and abilities to drive change, motivate the team and deliver growth? Most leaders believe they have the intelligence, aptitude and expertise for success. The question is, does the team you lead agree? In this article, we explore the importance of self awareness in leadership. Leadership Skills & Self Awareness It takes a healthy degree of self-confidence to reach a position of leadership. You need to be assertive, assured, driven and bold. Yet this can easily tip into the realm of an inflated ego. Then you become a leader who believes you know best and your decision is always right. So, are you self aware? By that I mean do you have a clear understanding of your skill and skill gaps? Are you honest about your impulses, motivations and personality flaws? Is your estimation of your abilities in line with reality? In research on the correlation between self-efficacy and work-related performance*, scientists Stajkovic and Luthans identified common traits in leaders. The research suggests that leader’s perception of their abilities in complex tasks was widely mismatched with reality. When it came to handling conflict, mentoring others and creative thinking performance fell short of self-estimation. Leadership Roles Stand You Apart Part of the reason for an inflated ego is that the leadership role sets you apart. You’ve earned your position and others have invested in you to take the helm. They are confident that you will make the right decisions, implement change, drive growth and succeed. So, you must be better than others. Can you admit that someone else in the team is more capable or has a better suggestion? It’s a risk, that might be viewed as a sign of weakness. So, you have conviction in your decisions and persuade others to follow your path. It’s easy to become blinkered and block out challenges or alternative perspectives. Yet, the leaders who stand apart are those who understand their team. They are curious and keen to recognise the skills, experience and motivations of the workforce. And, they work especially hard to understand those who are different to them. For example, how to encourage introverts to share opinions or how to manage neurodiverse employees. In short, it’s inspiring every individual to use their skills to contribute to a vision and achieve the desired outcomes. As such, leadership success is reliant on emotional intelligence, collaboration and a genuine interest in others. Gain Self Awareness from Others If we can’t rely on our judgement, how can we gain self awareness? Research conducted by Conelly and Ones, in Another Perspective on Personality** suggests we need to ask others. Their study showed that gathering feedback on performance was much closer to the real picture. Now, in most workplaces, leaders conduct appraisals and other feedback on the performance of team members. However, it is far less common for the role to be reversed. So, when was the last time that you asked for honest feedback from those you lead? The next question is, how can you be assured that they will be honest? We all fear negative consequences if we are truthful and speak up. Even with ‘anonymous’ feedback methods, there are ways to work out who said what. The Benefits of Leadership Coaching The issue of trusting employees to give honest feedback is one reason why leadership coaching is an effective development tool. As a coach, I help build skills, strengths and confidence, yet I also challenge unhelpful behaviours and actions. My role is to hold people accountable and if a point is avoided or dismissed, I’ll address it again. My role is to be honest. As part of this, I equip leaders to reflect and consider what could be done differently, so they don’t get stuck. The coaching process builds self awareness and I believe this is an essential leadership skill. I’m not alone, researchers have shown that a high level of self awareness equals high levels of individual and organisational performance. This is one of many points raised in The Role of Self Awareness in Developing Effective Change Leadership*** by Higgs & Rowland. Let’s be clear, no individual excels in everything. We all have as many weaknesses as strengths and there are tasks where others outshine us. There are days when things flow and days when nothing goes right. Equally, there are people that we get and people that we struggle to understand. Admitting this is not a sign of weakness and it does not diminish your skills as a leader. It’s the starting point for personal and professional growth. Putting Self Awareness into Action Gaining self awareness, through team feedback or leadership coaching is one step. However, it is only of value if you use this insight. The aim is to alter your attitude, adapt your behaviours and learn from experience. The process should also help you identify and develop the skills, behaviours and achievements of others in your team. This is the route to great leadership that benefits the team and organisation, as well as yourself. If your goal is to excel as a leader, my coaching service offers the focus, insight and accountability to ensure personal growth and professional success. Sessions are tailored to your requirements, so email me or call 07775 624724 to discuss. * Self-efficacy & Work-related Performance **Another Perspective on Personality *** The Role of Self Awareness in Developing Effective Change Leadership

Training, Coaching, recruitment

Designed for Learning

Sue Garner / April 29, 2024

The value of training and development comes when the knowledge is received, retained and applied. To achieve this outcome, we need to ensure that our training resources and programmes are designed for learning. So, how can we nurture learning and encourage its application? Outcomes Focused Training & Development If you asked me to deliver training to your team, I would ask what outcomes you want to see. That’s because the purpose of training is not the event itself, but the changes that occur after. Therefore, my role is not simply to impart knowledge, but to also encourage engagement. I need to connect delegates with the subject on a level that motivates them to apply it. To achieve this, I undertake research in the neuroscience of education. When we understand how the brain works, we can use this cognitive insight to ensure that our training materials and approach are designed for learning. “Education is about enhancing learning, and neuroscience is about understanding the mental processes involved in learning. This common ground suggests a future in which educational practice can be transformed by science, just as medical practice was transformed by science about a century ago.” – Report by the Royal Society, UK, 2011 Factors Impacting Learning Many factors impact our ability to learn. They include our recent sleep pattern, our health and our priorities on that day. If we’ve been told to attend, we are less likely to embrace the experience than if we chose to be present. These factors are out of the hands of trainers, however, there are things that we can do to influence positive engagement and information retention. Understand the Audience To make the training relevant, it is crucial to know your audience. We need to build on their current level of expertise and have a picture of where the learning will be applied. Equally, what is their motivation for being on the course and their desired outcomes? Pre-event discussions or questionnaires allow you to tailor the training for the delegates. Consider the Training Environment The place in which you train has an impact on how people feel and behave in the session. As an example, a stark room can make the training feel like a punishment to be endured. Delegates might recall strict teachers and negative experiences which make them fearful of speaking up and getting something wrong. Even when you are allocated a stark room, think about ways to improve the atmosphere. I recommend you maximise natural light, play background music and add colour. Depending on the course, I might leave tactile resources on the table or pose a thought-provoking question before the start of the course. These steps help to set a more relaxed and inquisitive training environment. Repeat Key Information Neuroscience tells us that repetition aids memory. We struggle to retain information that we only encounter once. And, as a trainer, choose what you put on repeat to ensure the key points are remembered. However, that doesn’t mean endless reciting of the same facts or information. Spacing is a technique that helps us commit knowledge to long-term memory. Rather than an intense blast of information, spacing revisits key points at various times throughout the training. So, you might present key information in an infographic. Then, reiterate the point with a case study video. Later in the training, revisit with a group activity or discussion. Recap in the end-of-session summary and include in materials given to delegates to take away. Promote Active Participation Neuroscience informs us that passive listening is not an effective learning strategy. Just listening to information or instruction results in low retention levels. For this reason, as trainers, we need to consider ourselves as facilitators. Our role is to encourage action through discussion, debate and activities. Draw out opinions, gather feedback and build in practical elements. Whenever possible, let the delegates take the helm. Designed for Learning Acronyms I recently came across an acronym, LEARNERS. Created by neuroscientist, Stella Collins, it clearly defines the key steps I take when planning a training session: L – Link training to what the delegates already know E – Emotional content creates memorable connections with the learning A – Anchor the learning into everyday activities to make it relevant R – Repeat key information to embed learning N – Novel approaches stand out, so embrace multi-sensory resources and unique delivery E – Exercise aids cognitive activity, so get people moving R – Recovery – the brain needs time to process learning, so questions may occur after the event S – Stories help delegates relate to the information and its application Although every delegate has a unique way of thinking and processing information, these points are known to improve learning. Whatever the delegates’ learning preferences or neurodiversity, LEARNERS will increase the chance of information being retained and recalled. Another useful acronym is SCARF. This highlights factors that improve learning from the delegates’ perspective: S – Skills improvement needs identified by the delegate and matched by the trainer C – Clear structure and certainty about the course content is provided A – Autonomy; given some choice or control during the session R – Relatedness, meaning the trainer is personable and delegates can connect to the information F – Fair treatment of delegates – everyone has an opportunity to contribute without judgement I find it useful to consider how I can meet these requirements before each training session. Pre-event information is just one step to help set the training off on the right foot. How to Design Training to Boost Learning & Application Neuroscience research can help us understand meaningful ways to impart knowledge. What we know is the value of training is increased when delegates are engaged in relevant, emotive and active learning. With a focus on outcomes, I apply this insight to my courses and feedback suggests it is an effective approach. Contact me to discuss the training needs of your team or for more details of my Training for Trainers programme. * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Training, Coaching, Mentoring, recruitment

Workforce Planning: How to Futureproof Business

Sue Garner / March 26, 2024

As we enter a new financial year, you’ll be allocating resources to keep your business operational, competitive and profitable. As part of this process, it is important to consider your workforce. As one of your greatest assets, where do you need to invest to engage and empower employees? Taking Stock with Workforce Planning The start of a new financial year is the ideal time to take stock of your workforce. As with any other asset, you need to be certain that you have the right people, with the right skills, in the right place to meet evolving business demands. This doesn’t happen by chance, it requires an assessment of the current situation and mapping out what is needed to futureproof the business. Then decisions can be made about investment in learning pathways for staff, along with redundancies and recruitment. The following questions can kickstart your workforce planning process: So, what actions are required to best meet the short and medium-term business objectives? This process will likely highlight a common issue of skills gaps. Many industries are struggling to find employees with the necessary expertise and experience. This isn’t just a challenge in the UK and without a change of plan, there will continue to be a void of talent. Underinvestment in Training & Development Raising the Bar*, a report by the Learning & Work Institute, revealed insightful research on training. It suggests that investment in employee development dipped in the financial crash of 2008. This is understandable, however, it has never recovered. What’s more, UK businesses now only spend around half on training and development as their counterparts in France and Germany. It’s clear that the budget for upskilling teams is not a priority and yet, most employers report skill shortages. What’s more, employees are actively seeking out companies that offer career progression. And, those business that are proactively investing in professional development report increases in: Doesn’t that sound like a strong return on investment? These are some of the reasons that the British Chamber of Commerce states that investment in skills is vital for business success**. Why Hasn’t Upskilling Been a Business Priority? We’ve had years of unexpected changes. As a result, your businesses may have experienced difficult financial decisions. Have budgets been spent on reacting to the latest challenges, rather than workforce planning? And yet, you may have identified the need to invest in training and development, even if that plan has not been actioned. In addition, during times of uncertainty, there is a fear that you’ll invest in upskilling employees and they’ll move on. As a result, that money and time is wasted. However, I’d like to argue that if you don’t value and invest in your employees, there is no reason for them to stay. Isn’t it time to elevate their skills and potential and reap the rewards? Establishing a Pipeline of Talent Even if there are no immediate training needs within your team, you can make plans to futureproof the business by considering the pipeline. When your top talent moves up, on or into retirement, who is lined up to step into their shoes? There may well be individuals in different roles with potential and interest in other areas of the business. As such, training and mentoring could open up new avenues for them and build your pipeline of talent. This reduces the risk that expertise or systems falter when a key player is lost. Options for Developing & Embedding Skills Skills development can take many forms. For example, I provide structured leadership training and mentoring programmes, tailored to individual and business needs. In addition, I see incredible value in enabling employees to access micro-training resources. These include modular online learning, podcasts, webinars and mentoring sessions delivered by colleagues. If some team members are trained, encourage them to share the learning. They can impart knowledge or insight in a presentation, demonstration or discussion slot in a team meeting. This can increase the value and inspire fresh thinking about how things are done. If your workforce planning has identified development needs and you are committed to futureproofing your business, get in touch: info@suegarner.co.uk. With an understanding of your desired outcomes, I will recommend options that best fit your requirements and budget.! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Mentoring, recruitment

Senior Managers Shape the Workplace Culture

Sue Garner / August 31, 2023

As a Senior Manager, your skills, attitudes and behaviours shape the workplace culture and influence team dynamics. You may have focused on upskilling your workforce, however, when was the last time that you refreshed your skills? In this article, we explore the benefits of investment in advanced leadership training. Understanding Your Leadership Style When was the last time you undertook training to develop your leadership style? As the manager, keeping your skills up to speed is a prerequisite for the development of your team. They can only reach their potential if you have created a workplace culture and leadership style that enables them to do so. So, the first question is, what is your natural, or usual, leadership style? As a senior manager, you will be instinctively drawn to a certain approach, one that fits your personality and your past experiences of being managed. You may not have defined your current leadership style recently and may feel the exercise is fruitless, however, self-awareness is important. This is because the techniques and communication used to manage others have a significant influence on their attitude and performance. With an understanding of leadership style, it is easier to identify the strengths of that approach. It also brings awareness to times when the default position isn’t working and adaption is needed. When to Adapt Your Leadership Style Adaptions to your primary leadership style can be temporary; driven by a situation or employee that benefits from a different approach. As an example, you may favour a Laissez Faire style, offering your team greater autonomy in how they work. Yet, an autocratic approach may be essential to deal with an emergency, such as a data breach. Do you adapt easily and how do your team respond to the change? Equally, you will get more from your employees when you adapt your approach to best meet their needs. This is especially important if your business is to attract and retain a diverse team which includes individuals from different cultures, along with neurodiverse talent. I explore this in greater detail in my Are you Ready for the Next Leadership Challenge article. Sometimes, a permanent shift is needed for personal and business growth. Management styles become outdated and change is the only way to create a desirable and productive company culture. This may not be an easy transition, yet it ensures you role model desired behaviours and influence positive change across the team. Are you regularly frustrated because: Any of these points can indicate an issue with the workplace culture. Let’s turn the tables by developing more effective leadership styles through training and coaching. How to Identify Your Leadership Style So, we’ve established that understanding your current approach is valuable for identifying when it works and when it needs adapting, but how do you identify your leadership style? Diagnostic Tools to Identify Leadership Preferences In preparation for my Advanced Leadership Training, I ask all delegates to complete a DISC diagnostic profile. This helps to identify their preferred style and provides me with insight for tailoring the session to influence positive change. On several occasions, delegates have been surprised by the results, as they differ from their perception of how they manage. Employee Feedback on Leadership Style A further step is to ask your team for anonymous feedback. Does their perception of your leadership style match yours? You can also ask what works for them and if they have any suggestions for where improvements could be made. Use a variety of tools to collect feedback, including questionnaires, comment boxes and discussions to enable all employees to share opinions in a way that they feel comfortable and supported. I can use the insight from diagnostic tools and employee feedback to inform training and, if required, coaching to learn new skills and provide practical advice that result in sustainable changes. Advance Leadership Training If you’ve prioritised staff training and have neglected your personal development, now is a good time to invest in Advance Leadership Training. This focuses on the necessary skills, qualities and mindset to effectively manage and motivate your team. In partnership with Thrive, I am also offering a FREE 1-hour Managing Neurodiversity in the Workplace webinar, to outline approaches aimed at bringing out the best in your neurodivergent team members. This is a great first step in refreshing your leadership style. If you have any questions about my leadership training, please get in touch at info@suegarner.co.uk or 07775 624724.

Training, Inclusivity, recruitment

Ready for the Next Leadership Challenge?

Sue Garner / August 1, 2023

As a business leader, your role is to create a strong team that collectively delivers the desired outcomes. This relies on your skills to discover and channel talent. It’s relatively straightforward when you have a team that thinks and works similarly to you. However, we know that the best teams consist of individuals with different skills. So, what if some of your team operate in a very distinctive way? They have the potential to drive productivity, problem-solving and profitability, but to do so, specific needs have to be understood and met. Many leading organisations are beginning to embrace this concept and it could be your next leadership challenge. Embracing Neurodiversity What do IBM, Deloitte, Microsoft, Dell, Hewlett Packard and Salesforce have in common? Firstly, they are world-leading organisations. Secondly, their innovations drive workplace efficiencies. Thirdly, each one of these corporations actively recruits employees with autism. This third point isn’t an act of philanthropy, it is part of their drive for excellence and success. “(SAP) managers say they (autism programmes) are already paying off in ways far beyond reputational enhancement. Those ways include productivity gains, quality improvement, boosts in innovative capabilities, and broad increases in employee engagement. Nick Wilson, the managing director of HPE South Pacific—an organization with one of the largest such programs—says that no other initiative in his company delivers benefits at so many levels.” (Source: hbr.org) Whilst neurodiverse people have long been misunderstood and judged for their differences, it is now recognised that variations in the wiring of the human brain can be a strength. Rather than focusing on trying to cure or alter the behaviours of neurodivergent individuals, we need to adjust our approach. When organisations accommodate and embrace neurodiversity, the results can be outstanding. Recruiting Talent The challenge for leaders is to assess talent, accept differences and manage individuals who operate in different ways from other team members. In my recent article Training for Inclusive Workplaces, I focused on recruitment. I shared how assessments and tasks can be more effective than traditional application and interview processes in uncovering hidden talents. Building on this, companies including Microsoft are actively working with specialist organisations and universities to help identify individuals with the desired skill sets. These partners inform potential candidates about opportunities and support them through the application process. Does your company collaborate with a local university as a recruitment strategy? Rethinking Leadership to Harness Talent Attracting neurodiverse candidates to your organisation is the first step, yet, it is only worthwhile if you harness that talent. This is the next leadership challenge; deviating from the norm to provide the training, work environment and support where neurodiverse employees can excel. Every employee is unique and one of the key roles of leadership is to gain an understanding of an individual’s skills, motivations and aspirations. It’s relatively easy when people are natural team players, but less so when individuals prefer to avoid social situations. Communication is another challenge. Get a neurodivergent person onto a subject they want to talk about and you could be there for quite some time. Equally, force a conversation on them and you may get abrupt responses or no response at all. This doesn’t mean they aren’t listening or are disinterested, it is just not where their mind is focused at that moment. It can be insightful to read the research published by Berkshire Healthcare NHS* on workplace neurodiversity. The challenges for neurodiverse employees included: However, they demonstrated excellent strengths in: If leaders provide suitable support to help neurodivergent employees, they benefit from skills that other employees lack. A Shift in Leadership Thinking This leadership challenge requires patience, understanding and adaption. It will take time to work out which management practices and employee processes are essential and which can be flexible. Five years ago, most organisations’ policies didn’t support remote working. There was some flexibility, but in-person meetings and team collaboration were seen as the ‘normal’ way of running a business. To operate through social distancing, things had to adapt. It worked well in some industries, less so in others, but lasting changes were made. Remote or hybrid working is now commonplace. This type of shift in leadership thinking is required if we are to reap the rewards of diverse and inclusive teams. Let’s learn from the successes of global corporations and see this as an opportunity for innovation and growth. Neurodiverse employees have often been the missing piece in the puzzle. By accommodating their needs, we get the whole picture. Neurodiversity in the Workplace Training Embracing neurodiversity is an opportunity that requires a fresh leadership style. Rather than avoiding or shunning those who think differently, I want to encourage businesses of all sizes to better understand neurodiversity. Workplace training can inform and equip your team with the knowledge and understanding to draw on a broader range of strengths. This could give your business a competitive advantage. * https://www.berkshirehealthcare.nhs.uk/media/109514758/neurodiversity-in-business-birkbeck-university-of-london.pdf Related Reading: https://www.linkedin.com/pulse/top-companies-who-engaging-neurodivergence-2021-andrew-williams/ Contact me to find out more about my neurodiversity training and reserve your place., at info@suegarner.co.uk or 07775 624724.

Inclusivity, recruitment

How to Future Proof Your Workforce

Sue Garner / June 28, 2023

Business success is dependent on internal and external factors, which can change at any minute. We cannot control everything that is going to happen, however, if we understand how to future proof our workforce, we can lessen the impact. What Makes a Workforce Future Proof? Do you have confidence in your team? That is a powerful question, but the answer reveals a lot about your recruitment process and learning opportunities. When we talk about a future proof workforce, we mean a team with the necessary skills, resources, and support to adapt and respond to opportunities and risks. It’s about a team of individuals who instil confidence, by being equipped to work independently and collaboratively to reach desired outcomes. We mean employees who radiate your brand values and ensure your reputation goes from strength to strength. This doesn’t just happen. It is dependent on considered recruitment processes and investment in the ongoing learning and development of all employees. Will We Need Employees in the Future? In a digital world, we may believe that the answer to future proofing our business is dependent on investment in technology. The efficiencies offered by AI and automation challenge the idea that we even need a workforce. There is no doubt that technological advances transform the workplace and will play an increasing role in business operations. However, thinking technology will completely replace employees is a mistake. For a start, whilst customers benefit from the convenience and efficiency that digital offers, they also value human connection, empathy and personalised experiences. A significant factor in customers’ perceptions of your brand is informed by interactions. Whilst technology offers streamlined processes and convenience, it only acts on inputted data. It cannot apply reasoning or common sense and, unlike your team, it cannot adapt, think creatively and be innovative. Not all customer interactions are straightforward, so when a standard digital process isn’t appropriate, we need skilled, knowledgeable and personable employees to help customers reach their desired outcomes. Hiring the Future Workforce So, the first point to raise is that the skills that make us irreplaceable in the workplace are not always prioritised in job specifications, application forms and interviews. Decisions on the best candidates are still informed by academic qualifications and direct industry experience. This means it is easy to overlook potential applicants with desirable talents and transferable skills. What’s more, it isn’t just customer experience that benefits from human connection. A positive employee attitude is also dependent on the soft skills of colleagues and team leaders. They are evident when employees feel valued, empowered and challenged, and when their abilities and achievements are recognised and acknowledged. To future proof your workforce, I recommend using soft skill assessments in recruitment. It’s also important to value personality traits and emotional intelligence as highly as qualifications and industry experience. When teams are built on skills rather than job roles, it leads to greater flexibility and adaptability. Developing a Future Proof Workforce The next step is training. Whether employees are new or long-standing, we need to keep developing their skills and thinking. Investing in learning and development opportunities is essential for a future proof workforce. The LinkedIn Global Trends Report UK* states that both career development opportunities and upskilling are top priorities for employees. What’s more, when workplace learning occurs, the organisation benefits from a 7% higher retention rate. Do you see your team in terms of their job role or have you identified their skills? Where are the untapped resources? Who has the potential to lead, innovate or critically evaluate? Sometimes, it is the individuals that you least expect who respond best to learning and development opportunities. On this point, I believe that business leaders can greatly benefit from involvement in workshops and training sessions. If attended with an open mind, it can be a means to identify individuals with the ideas or skills for new projects and initiatives. Experience has also taught me that the best outcomes are achieved when individuals have sufficient time and support to confidently implement the learning. They should then be empowered to work without micro-management. Trust them; their approach might be different, but diversity should be valued. A fresh approach might lead to fresh thinking that drives customer engagement and competitive advantage. Collaborate for a Future Proof Workforce My final point is to look beyond your team to enable your organisation to be more adaptable. Your employees don’t need all skills to cover every eventuality. Collaborate when you have synergy with other businesses and draw on the skills of freelance specialists. Look for opportunities to connect, share resources and benefit from expertise or insight. See your team as an extended network that can flex to best meet requirements. Summary A future proof workforce is empowered and adaptable; a team that you have confidence in. Achieving this is dependent on identifying and recruiting the necessary talents and skills. Then, the full potential of your team can be discovered and developed through training, mentoring, online courses and other learning opportunities. This upskilling is a priority for employees and, when they have the time and support to implement it, is an asset to your business. This investment in your workforce will help them to be future ready. In addition, use collaboration and freelancers to extend your resources, expertise and adaptability. * https://business.linkedin.com/talent-solutions/global-talent-trends/uk-talent-trends As a specialist in business coaching and assessments, I can assist you in recruiting and developing employees. Get in touch to find out more about DISC and soft skills training at info@suegarner.co.uk or 07775 624724.

recruitment, Mentoring

The How & Why of Assessing Soft Skills in Recruitment

Sue Garner / May 31, 2023

Application forms and CVs provide an effective means of discovering candidates with desirable qualifications and experience for the role. However, of equal importance are the individual’s soft skills; the personal attributes which can heighten or hinder business success. These aren’t easy to quantify, but in this article, I share ideas on how to assess soft skills and why this should be part of the recruitment process. What Are Soft Skills? Before we talk about assessing soft skills, let’s clarify what they are. These relate to an individual’s attitude and approach to work, colleagues, customers and challenges. Why Are Soft Skills Important in the Workplace? No matter what your industry or profession, you need employees who collaborate, communicate and use initiative. You need critical and creative thinkers; individuals who can solve problems, make decisions and adapt. Those with a positive outlook, those who listen and those who can see things from different perspectives make for productive team players and effective leaders. As automation and AI are increasingly integrated into our workplaces, hard skills become less important. Knowledge and technical capabilities can be input, with machine learning keeping this updated. Whether as employees or customers, people want to associate with brands that make them feel valued. As such, the future of work demands personable employees with emotional intelligence. Understanding and responding appropriately to colleagues, customers and stakeholders is at the heart of business success. 3 Ways Employers Can Assess the Soft Skills of Candidates The first step is to consider which skills are vital to the organisation and role. Do you need creative thinkers and problem solvers or does the position demand empathy, negotiation skills and conflict resolution? Once decided, add these to the job description, advert and application form to show they hold equal weight to qualifications and experience. 1. Use Personality Assessment Tools to Inform Candidate Selection As part of the recruitment process use personality assessment tools. Using a variety of formats, these offer a comparable, non-bias means of reviewing the soft skills of candidates. My preference is DISC, a world-leading tool that is trusted to provide insight into vital soft skills. An Introduction to DISC is available on my website. Sometimes assessment tools deliver unexpected results, with a less qualified candidate showing considerable strengths in the skills you are looking for. Is it easier to upskill them on the hard skills or develop the soft skills of a graduate with industry experience? 2. Ask Ex-Colleagues for Reference Requests When asking applicants for two references, these are typically provided by previous managers or team leaders. However, it could be beneficial to also request a reference from a colleague. A SkillsSurvey study* identified that managers tended to mention task-related behaviours in references; for example, technical competencies and the ability to meet deadlines. In contrast, team members were more likely to mention interpersonal soft skills; for example, working collaboratively and being helpful. When you follow up on references, ask open questions, such as ‘What was your experience of working with this colleague?’ or ‘How can you get the best out of this candidate and how did they get the best out of you?’. This approach is likely to generate clearer feedback about their soft skills. 3. Present Problem Solving Questions in the Interview This type of question is less about the answer they come up with and more a means of revealing their attitude and approach. You might show the candidates an idea for an upcoming project and ask them to develop it as a group. Then, on an individual basis, ask how they would respond if the perimeters changed; for example, the deadline was brought forward or staff capacity was cut. Note their reaction to the suggested change. Are they stumped or open to fresh thinking? Do they run with the first idea that springs to mind or is their evidence of a critical or creative thought process? Is there any suggestion of a collaborative response or is it all on what they, as an individual, would do? Soft Skill Development As a final point, I want to add that identifying and developing the soft skills of your existing workforce is also beneficial. A recent article in People Management** cited higher employee engagement and business performance as outcomes of soft skill development. The article reported that 92% of employees viewed soft skills as important for their careers and 56% would be willing to change jobs if essential skill-building opportunities were offered.Using assessment tools to identify skills and coaching to develop them is, therefore, an effective way of attracting, strengthening and retaining talent. * http://www.prweb.com/releases/2017/06/prweb14461828.htm ** https://www.peoplemanagement.co.uk/article/1815592/uk-losing-22bn-year-not-investing-soft-skills-development-research-finds As a specialist in business coaching and assessments, I can assist you in recruiting and developing employees. Get in touch to find out more about DISC and soft skills training at info@suegarner.co.uk or 07775 624724.