Our shared purpose is to attract and develop the top IT talent by providing an extraordinary work environment that celebrates the diversity of background, thought, and experience of our people. Stanford University is home to the most dynamic, innovative, and collaborative IT community in Silicon Valley and across higher education. For this reason, we recommend the following structure for job posts at Stanford: We want job seekers to know that we are committed to providing opportunities where individuals with diverse backgrounds can collaborate, grow, and excel across different functions and disciplines. Here is an example of how a job description was adapted to be more inclusive to neurodivergent individuals. If something is not an essential function to accomplish the job, employers should make this clear or not include it.” - The Employer Assistance and Resource Network on Disability Inclusion (EARN)įor more help crafting job descriptions, please see these guidelines under job descriptions. Similarly, some companies’ job descriptions include very general skill requirements that can be applied in multiple settings, such as “strong communication skills” or “ability to work in a team environment.” Descriptions like these can make some neurodiverse individuals, like those with dyslexia or autism, apprehensive about applying. In an effort to easily eliminate unqualified job candidates, they often provide detailed job descriptions with “requirements” that could inadvertently deter qualified neurodiverse candidates from applying. They should also aim to make distinctions in job descriptions between what is “required” and what is “preferred” or “nice-to-have.” Many organizations currently use a “more is better” approach to developing their job descriptions. “When considering hiring neurodiverse people, employers should first ensure job descriptions use inclusive language, making it clear that the organization welcomes neurodiversity. Bluepoint, a sister brand of BLR, can help you achieve measurable and sustainable growth in key leadership areas such as coaching, innovation, and interpersonal skills.“The world needs different kinds of minds to work together.” - Temple Grandin We work with organizations of all shapes and sizes to build better leaders-leaders who will have an impact today and build a talent pipeline for tomorrow. You’d be surprised at how something so simple can increase credibility and influence with a team.ĭeveloping better leaders starts with providing the best tools and competencies available. Managers who develop skills in these areas and show a desire and eagerness to learn will earn respect from others and will be overall more successful in leading their teams.
MANAGER TOOLKIT SERIES
Reflect on a series of questions they can ask themselves to further develop in each of the key areas.Learn specific action steps that they can take to master those skills within the first 90 days of their new role.Gain insight into why those skill areas matter and how they contribute to success.Develop skills in 5 key areas that are essential for new manager success.This complimentary toolkit will empower your leaders to: Setting your managers up to succeed in a few key areas will boost their confidence, and can have a huge impact on their overall success. There is a big difference between being a manager and being a leader, and the first 90 days of taking on a new role can make or break their experience with the team and organization overall. How can you support your leaders in their new roles?
New managers are often promoted to their positions without the tools and skills necessary to take on their new role with confidence, leading to a high rate of failure. Did you know that according to Forbes, 98% of managers believe they would benefit from additional training?
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