Amala’s People, Culture, and Operations Coordinator, Chloe, came to GoodOps to seek strategic support and upskilling. Amala Education is a UK non-profit organisation whose mission is to use the power of education to transform the lives of refugees, their communities and the world.
As an operations professional at a non-profit organisation, things can get hectic - especially when working with a hybrid team, spread across multiple in-office locations as well as distributed remotely on a global scale. To streamline their people processes, Chloe wanted to map and document (and improve where needed) Amala’s team member lifecycle: from attracting new team members, to recruitment, onboarding, retention and ultimately team member offboarding. Given the scale of the project, Chloe was looking for targeted advice and upskilling to ensure the success of the project.
More specifically, Chloe wanted guidance on how to effectively engage stakeholders, write documentation that worked for varying audiences, and launch key initiatives that are crucial to Amala’s mission.
We wanted to guide Chloe through the initiative she was working on, while simultaneously setting her up with skills she could apply to any future initiative. As we were also working towards a set deadline, we opted for an intensive version of our Operations Foundation Programme, covering key concepts and practical application over the course of just 4 weeks.
At the heart of our programme were weekly live sessions, designed to cover the most important key concepts, and then directly apply those to real-life situations, while leaving time to review assigned post-session work.
Our sessions covered the GoodOps approach, stakeholder management, modular process mapping and identifying improvements, writing effective documentation, as well as creating a launch and post-launch plan.
Chloe was provided with a detailed report after each session, as well as a number of resources and worksheets designed to help her apply what she’s learnt to her day-to-day work. From identifying key stakeholders and creating an engagement plan to preparing to launch her initiative: resources to help her achieve her goals were right there waiting in the client portal.
While we may have provided the frameworks and resources, the heavy lifting was done by Chloe after our sessions. As part of her assigned post-session work, she worked through our resources and utilised them to bring her key initiative over the finish line.
At the end of our 4-week programme, Chloe was left with an actionable plan to complete and launch her team life cycle project. Moreover, she was equipped with useful key concepts and practical resources to apply to any future initiative or operational challenge. Chloe reported she was able to create clearer, more streamlined processes and was significantly better equipped for project planning (and preventing scope creep!).
As a result of the programme, Chloe was able to achieve:
