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Flexible hours to support individual needs, remote working (work from wherever we are)

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Spanish lessons, discretionary leave days

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Trust and professional autonomy, following up on NPS / engagement outcomes, opportunities for feedback (like this), coffee meets and L&I stand ups, celebrating successes, whole group socials​

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Face to face (F2F) meetings every few months to stay connected and be inspired by each other, update knowledge by attending conferences (e.g. TED in Seville, Tech in London), focus on PD for all of us​

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Opportunity to be involved in good causes like SCU in Doha

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Meetings that aren’t purposeful, assuming that others don’t have the time to touch base

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Communication with Central team (e.g. webinar 2/3 times per year or quarterly Central team updates)​

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More comms across whole Central team and between Central and regional teams, monthly Central ISP team comms about news, updates, achievements etc. (these can get lost when we’ve all been working online), whole company events, newsletter, teams chats and groups (e.g. ISP Central Teams group) and other communication channels / platforms, ), distinct spaces (intranet or other platform) for Central team only 1, Central team plus regional teams 2, all employees 3) clear distribution lists / directory (who to reach out to for what), reintroduce central cross-functional breakfasts / think out louds, spending time in regional offices and visiting schools, easier ways to see who is who (e.g. pics on emails, job roles)

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Clear and open communication about ISP strategy and L&I strategy – transparency, clear and open comms about changes to the L&I team as soon as possible (e.g. leavers / when recruiting)  make and record clear Central and L&I team commitments from the NPS and engagement survey meetings & track / celebrate progress against them, introduce a no-meetings policy 1 day a week (e.g. no meetings Friday) to focus on stretch time and deep work, promote volunteering days for those in UK​Salary / pay – transparency on pay rise process, best practice on equal pay for equal work / gender pay gap reporting​

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Clear finance processes (budget format and submission, travel budget etc.), clear HR processes (annual reviews, professional development) and clear HR policies e.g. annual leave, TOIL, parental leave, remote working, personal expense process​

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Exploring flexibility like the excellent Flexible and Agile Working Principles (introduce care leave, option to buy leave, policy for sabbaticals and secondments), working in an agile way (removing barriers and obstacles)​

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Leadership training for internals including onboarding & leading at a distance / online, giving and receiving feedback etc., internal mentor programme to encourage development​

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Build in time for intentional review of projects and processes (what went well, what can we improve next time, what were the barriers / enablers?), regular in person contact for team collaboration in addition to wider meets​

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Increase and clarify, review and reduce levels of authorisation for smaller costs, facilitated by budget awareness, credit cards for small payments e.g. travel, prizes, software etc.​

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Analourdes to compile a list of tools and applications used by the Learning & Innovation Team.

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Continue work on RACI matrix that was initiated in 2021 on Monday.com to clarify roles and responsibilities

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Codesign a L&D plan to L&I colleagues, including school visits, professional development journeys, plans, etc.

Volunteers: Geoff, Analourdes

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https://ispschools.monday.com/overviews/12111936

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Welcome to monday.com | a new way of working

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monday.com Work OS is an open platform where anyone can create the tools they need to run every aspect of their work.