Designing teams and developing talent
High-performing teams are achieved through intentional talent management and engagement. Building diverse and high-performing teams is not just an option; it's a necessity. A wide range of perspectives, experiences, and expertise mitigates risk and leads to innovation and creativity. Attracting, retaining, and engaging talented individuals requires a strategic approach that goes beyond simply diversifying recruitment efforts.
I worked with the People Team and Engineering senior managers to develop an approach to talent management, with an emphasis on culture, guidance, tooling and processes. We explored strategies for attracting and developing talent and ways to ensure teams were engaged, empowered, and valued.
Attracting talent
Partnering with the Guardian Foundation, I developed the “Future of news” workshop for young people aged 15-18. I also support their “Behind the Headlines” programme, which has reached over 150,000 young people since it began, and Ada Lovelace events.
As the Social Mobility diversity sub-group lead, I organised panels and events focused on imposter syndrome, the class ceiling and pathways into news and media.
Career development
I worked with the People Team, Engineering Managers and Executive assistants to improve feedback, performance monitoring and 1:1s to support career development.
I updated the process for requesting feedback and saw a significant improvement in the quality and quantity of feedback responses.
Qualitative and quantitative trend monitoring allowed managers and line reports to track progress over time and make informed decisions about where to focus development efforts.
The format of 1:1s evolved to provide a dedicated space for open discussion, support and guidance. We celebrated successes and worked together to address any areas of concern.
