This matrix is generic. It is a tool for data stewards or other research supporters to assist researchers in taking appropriate measures for the safe use and protection of data about people in scientific research. It is a template that you can adjust to the context of your own institution, faculty and / or department by taking into consideration your setting’s own policies, guidelines, infrastructure and technical solutions. In this way you can more effectively determine the appropriate technical and organizational measures to protect the data based on the context of the research and the risks associated with the data.
Reference card for researchers on anonymization - in order to engage them with research supporters and privacy specialists in their research institutions to deal with research data about people and risk management in a proper way. Also a Dutch version available through www.lcrdm.nl
Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
