...we need to change to do better. 3. Prioritising internal communications DCMS had really cut back its resource for internal communications to almost nothing in the budget reductions that the...
...before communicating with people. We put together our plans for the region quickly; how we would re-tool our operations, how we could keep in touch with people and how we...
...to inclusion – see how you can devote time and energy to supporting inclusion be courageous – challenge attitudes and practices and don’t be afraid to show humility and acknowledge...
...lines. And the jobshare brought real resilience through an exhausting and uncertain time. Myth: It's too confusing for stakeholders to have to deal with two people in one job. Fact:...
...and how to minimise the risks posed by perpetrators while also encouraging them to tackle their behaviours. The research will also feed into a new toolkit which Public Health England...
...many benefits to be had in understanding and learning from those working in a different field and how they do things. Go on, try it. You may be shocked to...
...person checking in. What will sustain us through the months to come will be our tenacity, our dedication to public service, our skills and our ingenuity. But it will also...
...Governance Group are always ready to come out to departments to brief teams on the new realities of government in the UK. So, there is plenty of help to navigate...
...Civil Service’s staff networks were instrumental in the development of our Diversity and Inclusion Strategy launched last October. They will continue to inform how we achieve our twin priorities of...
...launched, in May, DIT’s ‘Our People Plan’ – our programme to ensure DIT is an outstanding place to work. This was developed in response to the results of last year’s...
