Appendix one - How we will know if we have achieved our objectives?

Increase in awareness and understanding of the values, shifts in approach and behavioural framework among our colleagues, as evidenced through employee engagement survey scores.

Workforce diversity demographics are representative of the society by sex, disability and ethnicity.

Increase in colleagues reporting that they:

• feel supported by their line manager;
• feel they receive clear direction from their leaders;
• believe they are given the opportunities and support they need to develop, continuously learn and grow;
• receive regular feedback on their performance; and
• as leaders, have the right knowledge and tools to influence their teams and external stakeholders.

Increase in colleagues reporting that they:

• feel recognised for the work they do;
• feel fairly rewarded for the work they do; and
• believe recognition and reward is based equally on both what is delivered and how it is delivered (values/behaviours).

Reduction in attrition rates.

Improvements in time to hire metrics.

Improvements in quality of hire metrics.

Increase in colleagues reporting that they:

• feel valued for the work they do;
• are respected for individual differences, ideas and working styles; and
• are encouraged to come up with new and better ways of doing things.

Increased awareness of psychological safety.

Increase in colleagues reporting that they:

• are treated with respect at work;
• treated equitably at work;
• are encouraged to share different views and perspectives; and
• provided with adjustments at work seamlessly

Deliver the EDI action plan within the time frames set.

Improvements in gender and ethnicity pay metrics.

Sustain positive metrics on disability pay.

Improved EqIA completion rates ahead of system implementations and change initiatives.

Improved awareness of reasonable adjustment requirements for colleagues.

Increase in number of colleagues accessing our wellbeing services (EAP, health cash plans).

Increase in proportion of colleagues working in a hybrid way (eg flexible hours, more office-based collaboration, and colleagues working from non-office based locations).

Increase in colleagues reporting that they:

• feel trusted and empowered to do their work at a time and in a place that works for them and the organisation;
• feel included and engaged in hybrid meetings and as part of a blended team; and
• are aware of the wellbeing support available to colleagues.

Decrease in both short-term and long-term absence rates relating to wellbeing.

Increase in colleagues reporting that they believe their set objectives are realistic and support a healthy work-life balance.

Reduction in number of open vacancies at any one time, minimising time to hire.

All colleagues mapped to a profession in line with the ICO professions framework.

Identified skills gaps (as per workforce planning methodology) successfully closed.

Succession plan and professions in place for each directorate with immediate successors identified, or mitigating plans in place where no immediate successor identified.

Increase in knowledge and understanding of the principles of hybrid working and cross-functional teams as evidenced through employee engagement survey scores.

Increase in the percentage of actual customer interactions that are completed fully self-service.

Reduction in the average cost to serve across key service journeys.

Increase in service journeys that are resolved “right first time”.

Reshape the ICO and our teams through increased use of technology and automation, enabling our people to focus on our most complex and impactful work.

Enhance people-based customer contact channels with knowledge and automation.

Increase in colleagues reporting that they have the data and insights they need to provide a good service to customers and/or stakeholders.

Increase in Net Promoter Score (NPS) of our digital experiences

Meeting our availability standards for key systems and thresholds for satisfaction with the IT service resolution experience.

Achieving the goal of all of our critical data being available in a single data platform.

Delivery of value enabled from data use cases, where value is a combination of financial and societal impact.

Increase in colleagues reporting that they have the data analytical skills needed to do their jobs.

Reduction of backlogs within procurement.

Increase in colleagues reporting that they had a positive experience of the procurement process and outcomes.

Improved performance when assessing against the government functional standard for commercial working to demonstrate that we are embedding best practice principles.

Improved contract management within the business ensuring all supplier KPIs are fully achieved.

Ensure our decision-making approach is proportionate and transparent. This means greater individual ownership and responsibility for decisions, enabling us to move quickly, empowering our teams and leaders.

While most decision-making will be collaborative and take account of the views of others, we will focus on empowering personal control, accountability and responsibility and minimising unnecessary escalation when progressing our work.

Increase in colleagues reporting that they:

• understand when decisions are theirs to take;
• know that, when a decision is not theirs to take, where it should be taken;
• believe leaders at the ICO take responsibility for their decisions and actions;
• believe people managers take responsibility for their decisions and actions; and
• believe everyone at the ICO takes responsibility for their decisions and actions.

Increase in colleagues reporting that they:

• understand the ICO’s risk appetite and apply it in their everyday work;
• agree that resourcing and prioritisation are linked to risk and risk appetite and our risk profile drive our decisions on where we put our greatest effort; and
• agree that where decisions are made, they are within the risk appetite, or if not, have been escalated appropriately.

Increase in colleagues reporting that they:

• agree that the ICO is transparent in how it operates;
• believe staff are aware of what we are going to prioritise and deprioritise and how we make these decisions;
• agree that the ICO’s governance structure supports staff in the work they do;
• agree that we make decisions quickly; and
• agree that we take action promptly after a decision.

Increase in colleagues reporting that they:

• agree that the ICO takes responsibility for its decisions and actions externally; and
• staff would feel able to tell someone the impact that their work has.

Increased performance reporting including enhanced focus in our external reporting of our performance and inclusion of impact and outcomes measurement in our reporting to our stakeholders.

Increase in the compliance of our internal and external-facing digital services to meet government accessibility standards.

Increase in the percentage of ICO people with specified accessibility needs who rate ICO digital services as “good” or “very good” for accessibility.

Increased desk utilisation within our offices.

Increase in colleagues reporting that our offices provide necessary facilities, in a location that suits them.

Improved performance when assessing against the government functional standard for property working to demonstrate that we are embedding best practice principles.

Awareness from our employees and stakeholders of the things we have done to improve our sustainability and reduce our carbon footprint.

Reduction in number of recyclable items that are used for energy recovery.