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Allow 10 minutes at the beginning of these meetings to introduce ourselves and our roles to everyone on the table

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Support each other, sooner! Day to day and more frequent. Have more conversations so build better working relationships

Getting more visability with support office work - a way to keep everyone in the loop whether it be podcast or

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Continue to connect

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Support each other, sooner! Day to day and more frequent

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Support each other, sooner!

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create robust reporting measures to help ROI and link back to intervention and identify these are the start

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Having more L&D conference calls / regional calls / meetings with a view to share what they are doing

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Marketing will be a critical area to promote L&D's offer and ensure the function is

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create a virtual LPF on new projects to get thoughts and ideas

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Share feedback in a formal, structured way so we can all see it

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More shadow days - with apprentice assessors, support function team and RTM's swap shadowing time, Heathcall contact centre,

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More cross functional working
Team shadowing - learning other's worlds
Grown in confidence to pick up the phone to non immediate team members
Collaborative team projects
Leadership team closer to the commercial element than ever before
More visibility to the wider business of the L&D offer - on boards
Greater visibility of the annual plan - now involved in the annual plan development

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Clearer accountability on each project

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Sharing knowledge globally

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Better succession planning

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Being honest about where our skill and knowledge gaps

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There is more collaboration happening - projects are being planned more effectively, with more of the key people involved

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Shout about our successes and evaluate our learning

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Shared consistent content between support office and retail on iLearn

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Thinking wider across functions - increase involvement

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Understand each others role and what each department is working on e.g., podcast, newsletter, video

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Communication could still be better - info goes out and sometimes the feedback / questions raised can still cause more questions afterwards. More 'bench testing' to ensure solid and robust info / process is released

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Already started having conversations about what happens next year - seeing the bigger picture

How do we blur the lines between one team?

How can we support each other cross functionally?

Ensuring we share and support each other

Ensure there is a project manager and a system in place for everything (maybe have someone unconnected to the project may be beneficial)

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Complete shadow days with other L&D teams to find more ways to support each other

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Practice what we preach - self led learning - can we all say that we've made time for ourselves to self develop

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Ensure we're equipping our team with the right equipment

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We have built the foundation and principles for our offer.

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Think about the impact of our work and how it impacts others - then involve to them!

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Finding out who plays a part in the leaners journey

Knowing responsibilities of wider departments

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Do we need a shared Forum for ourselves? Something simple (not Yammer). Perhaps there is an opportunity with Office 365

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Strive for recognition in our field (awards)

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More opportunity to do something new and different

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More organised with borrowing resource from other L&D teams

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Expand our knowledge of the team

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Sharing experience and applying this into other areas

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Identified who is linked to our roles and ensure we know who they are

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Market ourselves better

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This event, which gets us all together in one room

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Trusting the skills and abilities of others in the wider team

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Connection with RRM's and engaging them in what we do

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Getting better at providing clarity between 'training' and 'communciation'

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Smaller meetings to find out more about our teams (the apprenticeship, man Dev and rtms were together recently

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More comms between teams to have sight of projects when things are going well.

Highlight the tangible benefits of what future projects will bring from support office to retail.

Take more accountability for your actions within a project.

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Apprentice team and design team having regular meetings to talk about changes

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Creation of the new CDP brought teams together and engaging well.
Less ''silo'' based work?

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Build better connections with RRMs and apprenticeships team, who go into stores and could provide great advise or feedback.

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Getting better at saying 'NO' - Managing stakeholders expectations

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Better conversations with stakeholders - More consultancy this year then ever before

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Pilot training programs are always well received / attended

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Man Dev getting more involved with RRMs in joint meetings, they shadow each others meetings etc

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Man Dev getting more involved with RRMs in joint meetings, they shadow each others meetings etc

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Comet

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Make closer connections with L&D Ops

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Raised awareness and created culture of team involvement

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Group email to all L&D team

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Burst the individual team bubbles and made more connections and to understand their roles

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Podcasts...? Where did they go...??

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Collaborating across multiple L&D teams and building a relationship of trust.

Highlighting our roles when working on a project at the start of a project, not just hearing about it at the end.

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Improved our collaboration - Example from Emma, she can confidently say that she knows someone from each table... collaboration is working!!

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L&D newsletters

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Variety of people and roles within each project

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Create contingency for the day job to be able to allow time for cross functional working
Offer more short-term secondments to cover, support and develop individuals and the team
Align better with the commercial element of the business - how can we communicate this to the L&D team
Communicate how we can enable the commercial goals through the training offer
Increase informal L&D opportunities
Communicate more effectively with other L&D teams for better alignment and visibility