# data[].attributes.body
Partner with other Guilder's in different departments. Meaning to work on projects together and the ability to know where we can offer our skills or at least sit in on a project or be mentored on a project happening within Guild

# data[].attributes.body
I know that I would like to be a Senior EC, but I would like to know what other possibilities there are. Maybe having a Q&A

# data[].attributes.body
Having guest speakers from other Departments to get an understanding of their role and what their day-to-day work is like. I would like to see what else might be out there in Guild.

As a newer Guilder it would be nice to have clear information show in GURU rather than word of mouth in Slack

# data[].attributes.body
I appreciate the weekly check in with my Manager. Going over Gong calls, talking about other departments. I am able to bring empathy and patience in the role.

# data[].attributes.body
For the transition from EC to SOS, a Learner has an understanding of next steps. When a student is ART approved the EC call the student and sends an email with info shared over the phone. Send SOS calendly link

# data[].attributes.body
Being supportive, looking for answers to help other people on my Team as well as others in order to remember the information and to be the person people can lean on for support

# data[].attributes.body
We need stronger processes and clarification for communication to and engagement with ineligible learners, since we continue to ingest data from them and they continue to count towards metrics on SSC caseloads.

# data[].attributes.headline
Facilitate Member Transition Between Employer Partners

# data[].attributes.subject
Facilitate Member Transition Between Employer Partners

# data[].attributes.body
As Guild continues to scale, more members may be interested in shifting between our employer partners while continuing their education. If we can start designing a process around how to facilitate this, without causing disruptions in the learner's educational program, it will set us up for success in the future.

# data[].attributes.body
SSCs currently do multiple jobs: 1) whole person coaching on synchronous calls, 2) asynchronous whole person support via text or email, 4) tactical learner support in the form of providing benefits information, 5) helping to de-bug internal and external tools and processes; 6) training teammates or otherwise helping them develop their skills (and more!). It would be great to design performance expectations that align with and capture the reality of this role complexity, or possibly we need to separate the Student Success Department into multiple teams, each of which has more simplified job expectations.

# data[].attributes.body
Being available to learners on evenings and weekends to accommodate their schedules and differentiate ourselves from partners/competition.

# data[].attributes.body
It can be difficult to see the pay scale for other areas of the company and then see what student facing roles are being paid. It would be great if compensation would be increased and if raises were at least kept up to par with cost of living changes.

# data[].attributes.headline
Ease of Access to Eligibility Data and Benefits Understanding for Learners

# data[].attributes.subject
Ease of Access to Eligibility Data and Benefits Understanding for Learners

# data[].attributes.body
Every individual coach might answer the same benefit or eligibility question in a different way, and we are at increased risk of delivering inaccurate (and slow!) information as we continue to scale our number of employer partners with complex benefit policies. It would be great to create an efficient and scalable solution to support learners in getting accurate information about their eligibility/benefits (including possibly shifting the information-sharing responsibility to one core team).

# data[].attributes.body
Ongoing & increased support/resources for managers on being inclusive leaders (as supervisors) & team leaders. Specifically, through a DEI & Belonging lens.

# data[].attributes.body
Managers are responsible for rolling out every change and training which means each team gets a slightly different version of the same story. Because of this, there is confusion and inconsistencies. Big changes should be communicated by senior managers so we all hear the same message (and not just through an email).

# data[].attributes.body
Often the way we approach and interact with learners is a one size fits all approach. This is not the case and our conversations with them cannot fit into a box. A change in the way we meet our learners where they are would be amazing. It would also show trust in an ICs ability to work with learners and be successful in the roles we were hired to do.

# data[].attributes.headline
Managers prioritizing learners/coaching during team meetings. 

# data[].attributes.subject
Managers prioritizing learners/coaching during team meetings. 

# data[].attributes.headline
Continued work to clarify scope boundaries between teams

# data[].attributes.subject
Continued work to clarify scope boundaries between teams

# data[].attributes.body
We currently gauge "acceptable" caseload sizes according to the number of "engaged" learners per coach, but we need a more realistic picture of actual workload for total caseload size. Coaches have too many learners to realistically support under our current tools and processes, especially since we've now officially limited the work week to 40 hours. I'm curious to see the impact on learner engagement with SSCs, now that SSCs aren't able to work late nights or weekends or flex their schedule to meet with learners outside of normal business hours.

# data[].attributes.body
The structure of training and onboarding and how it helps to develop great Team culture

# data[].attributes.body
Talk about best ways/things to standardize and be open to change as needed to be more effective.

# data[].attributes.body
Excellent collaboration across and within teams.

# data[].attributes.body
Our team handles topics that don't have established solutions regularly, and uses information gleaned from that problem solving process to patch mass issues before they occur. That said, in order to be transition into an established (potentially publicly traded?) company, this will have to be streamlined and consolidated.

# data[].attributes.headline
proactively listening to learners to understand their needs and using that information to develop strategies for outreach

# data[].attributes.subject
proactively listening to learners to understand their needs and using that information to develop strategies for outreach

# data[].attributes.headline
Standardized practices with coaching and outreach

# data[].attributes.subject
Standardized practices with coaching and outreach

# data[].attributes.body
Honest and clear feedback about performance both on what people are doing well at and ways they can continue to improve/grow.

# data[].attributes.body
Clear communication in a timely manner

# data[].attributes.body
Ensuring we are measuring metrics for the sake of serving students rather than serving Guild. Measuring metrics in a way that allows IC's to do well by their students without being penalized by performance based measures

# data[].attributes.body
SOP for the majority of flow (not micromanaging individual work styles)

# data[].attributes.body
Being able to see JDs for closed jobs is a great way to start that PD conversation with your manager. Often times it can be too late once the job is posted.

# data[].attributes.body
Mapping out clear(er) standards and next steps for roles internal to the department as well as to other departments

# data[].attributes.body
SSCs working together more instead of being siloed and working toward on centralized goals

# data[].attributes.headline
Focusing on developing and expanding coaching skills and sharing what is and not working

# data[].attributes.subject
Focusing on developing and expanding coaching skills and sharing what is and not working

# data[].attributes.body
Standard processes & structured outreach across all coaching teams

# data[].attributes.body
Working on a team that relies on teamwork + communication to complete jobs. SOPs are written and being built by the ENTIRE team.

# data[].attributes.body
An understanding that all metrics and data gathered does not need to directly influence our pay and performance. This information can be used for training and development without being so weighted. It would allow for an IC to be more focused on serving each individual learner rather than doing work to serve themselves through raising metrics.

# data[].attributes.headline
Offer a way to provide input on tooling and process rather than just calling on a few to represent the many. 

# data[].attributes.subject
Offer a way to provide input on tooling and process rather than just calling on a few to represent the many. 

# data[].attributes.body
Identity development within the staff. Understanding workplace privilege. Support staff of color to survive a in predominately white space.

# data[].attributes.headline
Understanding that DEI is not just a critical mass and that identity and diversity is not only what is visible and often is intersectional particularly when it comes to our students and representation. 

# data[].attributes.subject
Understanding that DEI is not just a critical mass and that identity and diversity is not only what is visible and often is intersectional particularly when it comes to our students and representation. 

# data[].attributes.body
Transparent conversations around our internal career ladder(s).

# data[].attributes.headline
More transparency on leadership hires as far as when folx are hired and intentional meet and greets. 

# data[].attributes.subject
More transparency on leadership hires as far as when folx are hired and intentional meet and greets. 

# data[].attributes.body
Develop student-centered services by recognizing the multi and intersectionality of students' identities. We could do better in engaging with students in conversation and the services we provide.

# data[].attributes.body
Ability to career coach with current Guilders for internal and external mobility opportunities (as we do with our learners).

# data[].attributes.headline
A better interview process for internal mobility to different and new jobs. Practice interviews for potential job openings. 

# data[].attributes.subject
A better interview process for internal mobility to different and new jobs. Practice interviews for potential job openings. 

# data[].attributes.body
Clear, intentional conversations around goals that start from the time that you begin your role. Continuous growth, even if it's to stay in the same seat but grow in those skills. Maybe part of the bigger SGC convos?

# data[].attributes.headline
Planning for short and long term impacts to our teams

# data[].attributes.subject
Planning for short and long term impacts to our teams

# data[].attributes.headline
Access to all Job Descriptions outside of those posted as being open. 

# data[].attributes.subject
Access to all Job Descriptions outside of those posted as being open. 

# data[].attributes.body
Teams all across SOTC do some amazing work and when they are recognized for their outstanding work, there is an empowerment that translates directly to their work.

# data[].attributes.headline
Ask diverse talent what they need and bring them into conversations of how to guide implementation of initiatives that support the retention of non-white pops.

# data[].attributes.subject
Ask diverse talent what they need and bring them into conversations of how to guide implementation of initiatives that support the retention of non-white pops.

# data[].attributes.body
How welcoming everyone is to new team members.

# data[].attributes.headline
Learn about goals and structure of career coaching team and how we can support and work together 

# data[].attributes.subject
Learn about goals and structure of career coaching team and how we can support and work together 

# data[].attributes.headline
I agree Standardized processes for repetitive tasks

# data[].attributes.subject
I agree Standardized processes for repetitive tasks

# data[].attributes.body
Creating opportunities focused on career development

# data[].attributes.headline
Flagging bottlenecks in member experience

# data[].attributes.subject
Flagging bottlenecks in member experience

# data[].attributes.body
Consistent communication

# data[].attributes.body
Readdressing DEI as it applies to our work at Guild

# data[].attributes.body
Collaboration among team and others

# data[].attributes.body
Consistently looking for ways to work through challenges

# data[].attributes.headline
Working diligently to improve as a coach while making myself available to teammates wherever possible   

# data[].attributes.subject
Working diligently to improve as a coach while making myself available to teammates wherever possible   

# data[].attributes.body
Have more SOP's in place so you don't feel lost when a situation occurs.

# data[].attributes.headline
more departmental leaders who are *internal* hires 

# data[].attributes.subject
more departmental leaders who are *internal* hires 

# data[].attributes.headline
More conversations around timelines- when could I realistically move positions

# data[].attributes.subject
More conversations around timelines- when could I realistically move positions

# data[].attributes.body
More transparency about big changes and how we can be a part of them

# data[].attributes.body
Standardization of resources and outreach to learners.

# data[].attributes.body
Making everyone, from a new hire on Day 1 to someone who's been here for 6+ years feel supported in their roles. Doing what I can to help and leaning on others to do the same

# data[].attributes.headline
Have a consistent means of communicating across teams

# data[].attributes.subject
Have a consistent means of communicating across teams

# data[].attributes.headline
Managers who listen to career goals and help to provide experience in needed areas for growth

# data[].attributes.subject
Managers who listen to career goals and help to provide experience in needed areas for growth

# data[].attributes.headline
Serving every member we can at their individual needs

# data[].attributes.subject
Serving every member we can at their individual needs

# data[].attributes.headline
Collaborating as a team to find solutions

# data[].attributes.subject
Collaborating as a team to find solutions

# data[].attributes.body
Develop clear expectations and metrics within our team.

# data[].attributes.headline
Equal opportunities for all team members to work on projects/pilots

# data[].attributes.subject
Equal opportunities for all team members to work on projects/pilots

# data[].attributes.body
A central and in no way unique component of what we want to do at Guild,  our team supports one another regularly and without hesitation.

# data[].attributes.headline
Total revamp of metrics/measurement tools

# data[].attributes.subject
Total revamp of metrics/measurement tools

# data[].attributes.headline
Better communication between STOC teams to ensure work is collaborative 

# data[].attributes.subject
Better communication between STOC teams to ensure work is collaborative 

# data[].attributes.body
Collaboration across departments

# data[].attributes.body
Openness  to new ways of doing things

# data[].attributes.body
Being a support and an advocate for my team, providing safe spaces, constructive feedback, and communication.

# data[].attributes.headline
Having supportive and open conversations with new teammates

# data[].attributes.subject
Having supportive and open conversations with new teammates

# data[].attributes.headline
Create structure and cadence for connecting with other teams

# data[].attributes.subject
Create structure and cadence for connecting with other teams

# data[].attributes.body
being able to see what other teams are working on / prioritizing so we dont duplicate effort and can collaborate

# data[].attributes.headline
Commit to setting a DEI goal in our work with learners

# data[].attributes.subject
Commit to setting a DEI goal in our work with learners

# data[].attributes.headline
Rallying around development and standardization of processes

# data[].attributes.subject
Rallying around development and standardization of processes

# data[].attributes.body
Be human, have some fun and bring team bonding and building back into the business meeting.

# data[].attributes.body
More communication across teams

# data[].attributes.body
Evaluate metrics according to whether they are realistic and equitable for people of diverse identities to achieve. For example, are talk-time scores and two-way scores consistent and equitable across demographic groups of coaches?

# data[].attributes.body
Open communication with team members; proactively addressing things (celebrations and growth areas).

# data[].attributes.body
We are all hands on deck and tuned into our surroundings with a commitment to safe and inclusive spaces

# data[].attributes.headline
taking a collaborative approach to new programs, initiatives, ect

# data[].attributes.subject
taking a collaborative approach to new programs, initiatives, ect

# data[].attributes.body
Really dial into each person's strength and make sure everyone is placed where they will thrive because they're doing work that aligns with their natural proclivities

# data[].attributes.headline
Support in removing bias from hiring practices

# data[].attributes.subject
Support in removing bias from hiring practices