Shortlist for Personnel Today Awards: Learning and Development (2024) (Smaller employers).

Smaller employers can benefit from learning and development programs. The shortlisted companies in this section showed the judges how innovative they were at upskilling and reskilling employees, improving retention, customer satisfaction and engagement.

Dishoom

Dishoom’s growth and changes over the last 12 years have been significant. Dishoom now has 10 cafes and 14 delivery kitchens. It also employs nearly 2,000 people. The company serves more than 3 million customers annually. The hospitality industry faced many challenges including Brexit, pandemics and the arrival a new workforce with different expectations for learning and development. Dishoom launched a number of initiatives to address these changing needs.

Dishoom created its own L&D company in 2022. It also developed more than 180 microlearning videos and introduced a Learning Management System (LMS). Dishoom produced over 80 eLearning modules. These initiatives were successful in engaging team members, reducing new-starter turnover and offering both digital and face to face training. There was however a need to create a seamless learning experience.

Dishoom took note of this and focused on updating workbooks. The new workbooks were created based on feedback from the staff. They integrate digital, classroom and practical training into one ecosystem. These included QR codes as well as surveys, checklists and more. It was an easy-to use resource that increased employee learning and engagement. These workbooks have been a huge success since their launch. They’ve received 98% in satisfaction from new starters, increased guest satisfaction and reduced turnover by 20 percent.

Dwr Cymru is Welsh Water

In 2022, Dwr Cymru Welsh Water employees made internal moves in 45% of cases, but the feedback from 2021’s employee engagement survey showed that there is room for improvement. The employees felt career advancement opportunities were restricted and that too many positions were being filled by external candidates. In order to address this issue, the company launched a number of learning and development initiatives with Amazing If. This award-winning organisation was partnered in this initiative.

In October 2022 the partnership was established. It focused on introducing a “squiggly” career concept that encourages employees not to see career progression in a linear, traditional way, but as an alternative flexible one. Squiggle & Stay was designed to encourage employees to adopt a growth mindset and explore new opportunities within the company. The CEO backed this initiative, and a HR task force managed it to ensure wide support.

Career conversations, career “safaris”, and a model of career development were key elements. Over 65 colleagues participated in career safaris and gained experience in different departments. The results showed that participants found the opportunities to network and prepare for future roles beneficial. These programmes have contributed to an increase of 48% in internal transfers and a 1% increase in employee engagement by 2023. Dwr Cymru Welsh Water’s innovative approach to employee development and retention has been a major success.

Just Group

Just Group, a provider of financial products and advice to people nearing retirement, wished to gain a competitive edge through its employees. The company launched an initiative in order to develop a culture of high performance and inclusion.

After an engagement survey conducted in 2022, feedback revealed that the level of support provided by management was below industry standards and that there were concerns regarding growth and development opportunities within teams. Just Group developed a comprehensive programme called Power Up to address these gaps. It is based on Just Group Twelve which includes 12 personas that represent the qualities of an effective people manager.

To pinpoint the specific needs of managers, extensive research was conducted, including interviews and surveys. The CEO and executive team were supportive of the initiative and created engaging resources, such as a movie trailer to create excitement before the launch. The welcome pack included a notebook, a bespoke card deck and branded pens.

The success of the program was determined by feedback surveys conducted after each module. These revealed that 95% participants found that the content was relevant to their role. In addition, scores on engagement improved in certain areas and management support was rated higher. This evidence shows that the initiative was successful in improving the skills of the people managers. It led to a high-performing and engaged workforce.

PineBridge Investments

Pinebridge Investments was faced with a major challenge managing the fast-paced demands of an industry marked by ever-changing regulatory requirements and an interest in commitments to environmental, social, and governance (ESG). The company wanted to encourage the development of all its employees by combining a variety of methods, including internal mobility, assessments, coaching, and mentoring.

It invested in career management through talent management processes. This included promoting internal transfers and giving access to a global platform for professional development. Its focus on internal promotion and mentoring has made it a strong organisation. Employees benefited from an online and virtual development platform that was tailored to different learning styles and schedules.

This inclusive approach to training enabled equal access to courses that covered technical, soft and leadership skills. PineBridge has received positive feedback from its management and leader programmes. This was demonstrated by a survey of employee engagement where 80% expressed a willingness to recommend managers. The Leadership Development Programme had a significant impact on the organisation. A high Net Promoter score reflects participants’ satisfaction, and graduates have been promoted successfully.

Viessmann UK

Viessmann UK is a manufacturer who produces high-efficiency heating systems and renewable energy. They wanted to offer tailored development paths to all their employees. ViSkill, a comprehensive programme of training designed to upskill or reskill the workforce at all levels was introduced. ViSkill, developed in collaboration with internal teams and an outside consultancy, equips employees with the necessary technical, product and market knowledge for them to thrive within the organization.

The program spans between six and nine months and includes 10 to 12 days of training per employee, using a variety of methods including formal sessions, video content and peer-led education. The training is conducted by peers in 50% of cases, which strengthens relationships, especially for new employees, and fosters a culture that encourages mutual support. This initiative also led to significant investment in its development and implementation.

Employees are motivated and confident according to feedback, which has an overall rating of 4.4. The program’s success is due to its principles, which include collaboration, a balance of formal and peer-led learning, and an emphasis on roles.

Viessmann’s market position has improved, especially in heat pumps. At the same time, employee turnover has also decreased. ViSkill is a good example of Viessmann’s commitment to the professional development. It has also positively affected customer satisfaction. Trustpilot’s rating increased from 4.0 up to 4.3.

Witherslack Group

Witherslack Group, a leader in specialist education for children with mental, emotional, and social health needs, has 2,500 employees. It has developed a unique way to inspire and support its young people based on years of experience and knowledge, known as the Witherslack Way. Witherslack Group faced a 50% turnover in its children’s homes, and the difficulty in finding suitable candidates for entry level roles. They decided to improve their induction and onboarding process.

Care Academy was introduced to provide a structured and high-quality induction to new employees, empowering them to make a confident decision. The academy aimed to improve employee retention by providing them with essential skills and knowledge. This would strengthen their relationships with children. Witherslack designed a comprehensive programme of learning through collaboration with different departments, and by incorporating feedback from new employees and managers.

The Learning Hub was implemented to monitor the progress of training and experienced partners were recruited to create tailored modules. The programme has improved the retention of staff, with a reduction in turnover from 50% to just 30%. Staff leaving within six month’s time went from 57% down to 11%. The number of Witherslack Group Homes that received an “outstanding” or “good” Ofsted rating far exceeded the national average. The average score of the learner evaluations has increased from 3.2 up to 4.5, and from 3.4 up to 4.6. The Care Academy is gaining a good reputation and will continue to grow.