Developing teams as diverse groups of individuals
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: Building pathways into media
Diverse teams require diverse pipelines. Working with the Guardian Foundation, I contributed to initiatives expanding access to media careers beyond traditional pathways:
• Partnered on "Future of news" workshop for ages 15-18
• Supported "Behind the Headlines" programme reaching 150,000+ young people
• Led Social Mobility diversity sub-group organizing panels on imposter syndrome, class ceiling, and media pathways
These initiatives addressed a fundamental challenge: talent exists everywhere, but opportunity doesn't. By creating visibility into media careers and demystifying entry routes, we worked to build a more accessible industry that benefited from broader perspectives and experiences.
Career development: Intentional growth and feedback
Retention requires investment. I collaborated with the People Team and Engineering Managers to develop comprehensive feedback and performance processes that drove measurable career progression:
Process improvements:
• Redesigned 1:1 format for open discussion and guided development
• Improved feedback request processes with measurable quality/quantity improvements
• Implemented trend monitoring for career progression tracking
• Created frameworks for skill development and role advancement
Results:
• 75% of line reports saw salary increase or change in title
• +60% increase in quarterly feedback responses
• +20% increase in quarterly feedback quality metrics
The work recognized that career development requires both structure and flexibility - clear frameworks that adapt to individual circumstances, ambitions, and working styles.
Creating engaged, empowered teams
High-performing teams emerge from intentional culture-building. The approach emphasized treating teams as diverse groups of individuals rather than interchangeable resources:
• Developed clear competency frameworks aligned with organizational needs
• Created guidance and tooling supporting consistent management practices
• Built processes ensuring individuals felt valued and heard
• Balanced team needs with individual career aspirations
• Emphasized psychological safety and open communication
The strategic approach went beyond hiring diversity to creating environments where diverse perspectives thrived. This meant challenging traditional management approaches, investing in skill development, and recognizing that the best teams emerge when individuals can bring their full selves to work while developing in directions meaningful to them.