Hel Straker

I worked in HR for 20 years and it’s what made my transition to neurodiversity consultant so easy. Busy, under-resourced HR teams in forward-thinking companies are striving to champion neurodiversity… ‌ But are constantly grappling with the complexities of implementing effective, inclusive practices - there’s a lot of hoops to jump through just to get stuff through the door. ‌ HR professionals are experiencing overwhelming pressure to foster a neuroinclusive environment but are struggling. ‌ 🔸 A lack of practical knowledge. ‌ 🔸 The overwhelm of the task. ‌ 🔸 Overlapping voices and interests to balance coming from stakeholders and the business itself. ‌ It’s all resulting in untapped talent and stifled innovation. ‌ I’m on a mission to help HR transform people managers into inclusive leaders who are not only aware of neurodiversity, but are also skilled in creating environments where all employees (including neurodiverse individuals!) can thrive. ‌ We need HR in order to make neuroinclusivity a lasting reality. ‌ It’s why I developed The Infinity Programme. ♾️ ‌ It’s a transformative course that centres understanding neurodiversity, but through the lens of someone with senior HR experience. The best of both worlds. ‌ In order to really make an impact, we need people managers to be empowered with the right knowledge. ‌ DM me for more info. 📥 ‌ #Neurodiversity #Culture #HR

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Only 18% of line managers know how to respond if an employee tells them they are neurodivergent. And only 33% of organisations have neurodiversity as part of their Diversity, Equity & Inclusion strategy. These are just two stats in the CIPD and Uptimize 'Neuroinclusion at Work Report 2024*'. Are you thinking - "Interesting, but do I need to read the report?" If you answer YES to any of these questions, then you should read it. - Does your organisation want to attract the next generation of talent? - Do you want to support neurodiverse employees to perform better, stay with you longer, and recommend you to their talented, neurodiverse friends? - Do you want to increase the wellbeing and productivity of ALL your employees? If you are still thinking, "Interesting, but ...".     20% of people are neurodiverse (ADHD, Autism, dyslexia etc). This means 20% of your existing workforce could be struggling with unnecessary challenges. This is what a neuroinclusive workplace looks like: ✅recognition that neurodiverse conditions are not deficits or disorders but a different and interesting way to interpret, process, and view the world. ✅your processes, tech and ways of working cater for all brains ✅neurodiverse colleagues feel safe to be themselves and have every opportunity to thrive - just like all employees ✅there is a proactive approach to awareness and, you provide neuroinclusion training, especially to your managers. This is not a neuroinclusive workplace ❌one size fits all approach to, well, everything - communications, ways of working ❌No mention of neurodiversity in your DE&I strategy ❌Limited or no neuroinclusion training for leaders on how to support neurodiverse team members (only 25% of companies do) Which organisation would you want to work for in 2025? https://lnkd.in/gHvr5Zey * The data comes from the UK, and while the UK is more advanced than Australia in neuroinclusion, the results can be inferred to Australia. #NeuroInclusion #Neurodiversity #WorkplaceWellbeing #ADHDer

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https://lnkd.in/e9U3_Y4M Since joining Moving Ahead I've been reflecting on my own mentoring experiences, as a mentee and mentor. I am an avid supporter of mentoring and coaching and have witnessed first hand the benefits and impact of it. I'm very proud to be contributing to Moving Ahead's mission. However, when I consider the advice I've received throughout my career, I can't help but wonder whether unstructured mentoring is hindering neuroinclusion 🤔 Are we passing on culture and attitudes through mentoring that has worked for select group of people, and not many others? Are we just cementing non-inclusive expectations? Throughout my career I have repeatedly heard "you have fantastic leadership skills", "you have a very unique blend of business, analytical and people-focused skills" and "with your skills you should definitely go into leadership and management" from in-company mentors. At the time I felt confident, valued and employable when hearing these things. But I've also been advised to "not care as much", "don't question strategy" and that "line managers/leaders do not want someone who creates problems for them". I felt that my thoughts and views were misunderstood by mentors. I didn't understand how others seemingly ignored what was so obvious and what I considered to be a huge barrier for me - toxic corporate behaviours. Today I am questioning whether my neurodivergence hinders my career progression, or am I missing something? Have I been too impulsive, or impatient for success, that I am missing opportunities? Am I so wrapped up in my moral compass that I can only do roles that create value but not those associated with good remuneration and seniority? Or do I just lack the skills that are truly considered valuable, are worth paying for and considered leadership-worthy. To help me with these thoughts I looked up the neurodivergence glass ceiling and came across this interesting article in Psychology Today. I think I match the description of "women who learn, think, look, and act differently" quite well, but have yet to be snapped up into a impactful, strategic level leadership role :-/ Do organisations really want these women to be visible at the highest levels of leadership? If so, how do I get there? I've found traditional routes to leadership inaccessible; I've told mentors time and time again that I don't want to play the corporate game. In fact I just CAN'T play the corporate game - that culture sucks! I'd love to hear thoughts on how we elevate neurodivergent women and non-binary people into influential leadership/strategic roles without expecting them to conform, fit a mould or lose their disruptive power. #neuroinclusion #ADHD #transformational_leaders #change #changeagent #diversity #inclusion #equity #mentoring #coaching #neurodivergence #womenleaders

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We need more articles like this. Employers need to understand that many challenges faced by neurodivergent employees may not be shared yet may impact their behaviours as they battle with both fear and shame of being in financial difficulty. #neurodiversityatwork #neurodiversity #ADHD #ADHD tax https://lnkd.in/esuyqH3Y

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Rsearch from Newcastle University indicates that many children, particularly those who are neurodivergent, are 46 more likely to experience school distress than their neurotypical peers. Children facing challenges in education are undergoing significant trauma, negatively impacting their relationships with parents and caregivers. Their trust in authority figures and their own learning capabilities has been fractured, potentially affecting their future careers. The issues in schools are not just secondary concerns for businesses, but are likely to become primary challenges in the coming decade. Many parents may have to step back from work to provide home education, and when these children enter the workforce, they'll do so with skepticism, difficulty establishing work-life balance, and potential burnout. Find out more here: https://okt.to/oCmDGS

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Tomorrow we'll close down this year's Staff #Engagement & #Inclusion Survey at the Wikimedia Foundation.* And that's got me thinking about the challenging mission that it is to get the honest input any organisation's leaders need from staff. I'm sure anyone else who's managed staff surveys in the past knows that surveys are a useful – but limited – way to understand organisational health. Gladly, most organisations have a wealth of additional sources to enrich that analysis: informal feedback, perfomance reviews, employee relations cases, exit interviews... there's data all around us that can help us make better informed decisions. But... how truthful and insightful can such data be? That's when I went back to this great Harvard Business Review article written by Jeff Wetzler late last year for some insights. Jeff argues that – to unlock a team's potential – we gotta learn to really listen. Here's his 5-step approach to unlock honest and insightful conversations with staff: 1️⃣ Choose curiosity: shift the mindset from certainty to a strong desire to learn new things; 2️⃣ Make it safe: create an environment with #PsychologicalSafety for open dialogue; 3️⃣ Pose quality questions: ask questions that encourage and prompt thoughtful and honest responses; 4️⃣ Listen to learn: pay attention to not just the words, but also the emotions and underlying intentions; 5️⃣ Reflect and reconnect: process what's been learned and share the earned insights back to check for resonance. According to the author, by mastering these steps, we can tap into the collective wisdom of our teams and drive significant improvements in our organisations. Link in the comments. *am I using a LinkedIn post as a subtle nudge for my colleagues to respond to our survey? Maybe I am!

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Working on your Inclusive Culture plans for 2025? 'DEI Business Support Programs' led by Joanne Lockwood ғʀsᴀ ғᴘsᴀ ғɪᴇᴅᴘ from SEE Change Happen designed to help organisations make meaningful progress on Inclusion in 2025, are a must.... 👉 From building inclusive recruitment strategies to fostering environments of belonging, these programs empower teams to embrace diversity as a core strength. 👉 Joanne’s expertise in Inclusive Leadership, Allyship, and Cultural Transformation provides companies with the tools they need to create lasting impact. 👉 If your organisation is ready to make DEI a strategic priority, our support programs can guide you every step of the way. https://lnkd.in/e5W4Tw2p #SEEChangeHappen #JoanneLockwood #DEIStrategy #Inclusion2025 #DiversityAndInclusion #Belonging #InclusiveLeadership #Allyship #WorkplaceInclusion #PositivePeopleExperiences #InclusiveCulture

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"48% of neurodivergent employees in the UK feel that the recruitment processes are unfair to neurodivergent candidates." I've seen it many times over. Lengthy application processes, asking unclear and double-barreled questions during interviews, using psychometrics in a way that sifts out neurodivergent candidates, and assessing for things like "confidence", "communication skills" and "thinking on their feet" without clearly defining any of these. The list goes on and on. I believe there is a lot that organisations can do to prevent these and make selection processes more accessible. Providing reasonable adjustments/accommodations is just the start - the selection processes need to be #accessiblebydesign. What are some of the good practices that you have come across when it comes to accessibility in hiring? #hiring #recruitment #selection #humanresources #neurodiversity #accessibility #talentassessment #neurodiversityatwork

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SAFE SPACES FOR NEURODIVERGENT EMPLOYEES 🔵 People managers have a pivotal role to play in curating an employee experience that's positive and this even more important when it comes to the experiences of autistic people and those with ADHD. 🔵 Alongside this core element, I've witnessed the emergence of groups and communities to support employees with protected characteristics including ethnicities, gender-based identities, sexuality, and disability for example. Most companies and organisations refer to them as Employee Resource Groups or ERGs. 🔵 Over the last 5 - 7 years, I've also seen neurodivergence reflected more in ERGs to jump on the growing awareness of Autism, ADHD, AuDHD (combined conditions), Dyscalculia, Dyspraxia, Dyslexia, to list a few. These groups are designed to be safe spaces for those who have been diagnosed or *identify as neurodivergent. 🔵 ERGs serve a great purpose and can work well if they have a clear purpose and are managed. Where they do less well is when they're specifically set up to tick a box in a DEI strategy or plan which states something as crude as: 1️⃣ Neurodivergence: 💥Create an ERG💥 That's it. 🔵 No idea of what the group's remit will be. How the organisation will mandate the remit. Who will manage it? How will they access resources and budget? How will senior leaders recognise, support, and actively champion the discussions and outcomes as they occur? These are usually after thoughts at best and not considered or disregarded at worst. 🔵 The best ERGs I've seen take a more constructive approach. This usually happens because the DEI focus is strong and explicitly mandated by leadership (including people managers) who actively participate in building a culture that aligns with inclusivity. ✅ Leadership Mandated ✅ Benefits and recognition for members (e.g. Free training) ✅ Access to budget and resources ✅ Clear remit ✅ Access to suitable spaces and support to secure them e.g. quiet room ✅ People manager integration (those who lead teams will be briefed and guided on recommendations) ✅ People manager follow up (those who lead teams will be measured against their approach to acting on mandated ERG outcomes e.g. accommodations.) Is your organisation building or reviewing ERGs? Is neurodivergence on the agenda? Talk to me and I'll guide you through the process. * (it is not easy to receive a formal diagnosis as an adult at least in the UK. The waiting list is currently at 3-4 years if you go through the NHS). #neurodivergenceatwork #adhdawareness #autismawareness

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A step in the right direction…. Here is the link https://lnkd.in/eWEf5K5T

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📢 New Report Highlights Growing Health & Wellbeing Challenges for UK Employees 📢 This article provides deep insight into the critical state of employee wellbeing in the UK, revealing just how much the cost of living and lack of workplace support are impacting mental health and productivity. It's eye-opening to see that, despite having access to wellbeing programs, many employees aren't engaging with them—whether due to poor communication or resources not aligning with their needs. A recent report from Westfield Health reveals increasing mental and physical health challenges for UK employees, with a widening gap between their needs and the support available at work. With the rising cost of living and lack of adequate resources, the pressure is mounting. 🧠 Mental Health Concerns: 𝟯𝟬% of employees report a decline in their mental wellbeing over the past year. 𝟳𝟰% are worried about the impact of rising living costs. Mental health issues are directly impacting productivity, with 𝟰𝟱% of employees saying it has affected their work..  🏢 Lack of Workplace Support: 𝗢𝘃𝗲𝗿 𝟭 𝗶𝗻 𝟰 (27%) employees report having no access to workplace wellbeing support. 𝟲𝟬% of those with access to wellbeing programs have never used them. Feedback is often missing, with 𝟰𝟮% of workers saying they haven’t been asked what they need from wellbeing initiatives. Key Takeaway: Companies need to act now to bridge the wellbeing gap. Better communication, comprehensive support programs, and regular feedback can make all the difference—both for employees' health and business productivity. What steps is your organisation taking to support employee wellbeing in these challenging times? #EmployeeWellbeing #MentalHealthMatters #Leadership #CostOfLivingCrisis #WorkplaceWellbeing #brightmine

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Yet another increase in the UK “inactivity rate” (people not actively looking for work). It’s why the Better Hiring Charter was introduced We all need to do more to design jobs with humans in mind. The Better Hiring Institute are on a mission to make UK Hiring the fairest in the world. The reasons for inactivity roughly breaks down as: Sick 2.6m Student 2.4m Caring 1.6m Unemployed 1.4m Retired 1.1m Other 950k How can our modern world of work better support people with flexible needs back into work? Many of the 1.6m with caring responsibilities are women, some of whom want to work but find jobs to be too inflexible The Charter is made up of 10 broad principles for employers, each underlined by a session in Parliament with MPs and Peers Reed Screening are delighted to have been driving this change, pioneering the future of hiring is important to us as a family-owned UK business fully onshore, open 24/7/365 working 1 day a week for charity. #recruitment #hiring #careers https://lnkd.in/esBaY_AR

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So much content for OD is in the form of articles or books; if you are looking for a different medium to upskill yourself or learn about trends and concepts. I would recommend checking this channel out! #OD #orgdevelopment #organizationdevelopment #organizationaldesign

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🖥 🧠 Some good examples in this article from Bethan Staton of how organisations are starting to leverage #AI for talent management (everything from skills inference, tailored learning with AI to immersive learning) whilst also recognising current limitations. #SkillsTaxonomy #Skills #GenAIAdoption https://lnkd.in/ebYST4ev

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Coincidence or not I was talking about this topic today : you don’t need to be perfect , you just need to start disability inclusion at workplace. And it starts by knowing your workforce and data dimensions behind it! Self ID is a potent way of accessing your current data to drive your DEI strategy. Timely the Valuable 500 and Google joined forces to launch this Self ID guide that will help many companies to embark in this journey. #DisabilityInclusion #SelfID

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Good to speak with HRZone during last week's #NationaIInclusionWeek to highlight and explore why empathy is the key foundation block to building an inclusive organisation. You can read my full article here: https://lnkd.in/e8NWfYPf

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In a time where budgetary pressures challenge our dedication to promoting Inclusion & Belonging, how do we bridge the gap between robust programmes and misunderstanding and isolation❓ Enter Joanne Lockwood ғʀsᴀ ғᴘsᴀ ғɪᴇᴅᴘ, The Inclusive Culture Expert at SEE Change Happen. 🎤🌟 🌟Keynote Speaking is more than just delivering a speech; it's about igniting conversations, inspiring change, and fostering a collective commitment to an inclusive workplace. 🌟Joanne excels in transforming these moments into powerful catalysts for organisational growth. Her deep insights and engaging delivery not only educate but also unify teams around the core principles of Inclusion, Belonging, and Diversity. 🗣️💬 🌟Even with comprehensive Inclusion & Belonging Programmes, many colleagues still grapple with understanding these essential concepts, leading to feelings of isolation and discord. 🌟Through impactful Keynote Speaking, Joanne addresses these challenges head-on, providing practical strategies and fostering a culture where every team member feels valued and connected. 🌟Are we ready to invest in an authentic voice that drives meaningful conversations❓ Let’s leverage the power of Keynote Speaking to nurture an inclusive and harmonious workplace. 🌱 🌈 #Inclusion #Belonging #Diversity #KeynoteSpeaking #NationalIncluisionWeek #InclusiveWorkplace #EmployeeEngagement #PositiveChange #PostivePeopleExperiences #MotivationalSpeaking

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This is a great read from our fabulous Fatima A.. Our early careers analysts are having a great impact in our projects, and it really feels like they are driving some of our CSR initiatives too. Find out how we have made this happen in Fatima's story. #earlycareers #learning #employeeexperience #LACEPartners #tealarmy #HR

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Are 90% of the UK workforce disengaged? With the new Gallup State of the Global Workforce data is out, is it time for us to update our stats? The answer is no. The numbers haven’t changed this year. With 10% of employees engaged, a crazy 90% are indifferent or actively disengaged with their work. I can't say I'm overly surprised, but I am disappointed that they aren't better. The other main headlines for the UK: • Roughly a third of people are watching for or actively seeking a new job. • Less than half of people think that it’s a good time to find a job right now. There’s a direct correlation between employee engagement and (perceived) opportunities to find new work - basically that people are more engaged when can leave crappy jobs they hate, so it’s not so surprising. • Daily sadness: we’re the second most sad nation in Europe (after Cyprus), with almost a third of employees feeling sad a lot of the day. We’re higher than the global average, and at the same level as Ukraine. Now there’s obviously some limitations here in that sadness is self-defined and self-reported. But even with the British penchant for moaning, the statistics paint a dismal view. It’s not all doom and gloom though, because there’s an opportunity here. Employers who focus on their Employee Experience and build engagement can stand head and shoulders above the crowd. Build loyalty, attract the very best people looking for new jobs and improve their productivity. (That’s what we can help you do. But this post isn’t about us, it’s about the data). Do the numbers surprise you? Or is it pretty much as you were expecting? Link to the full report in the comments.

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