Learning and Development (Smaller Employers)

Learning and development initiatives can be transformative for smaller employers. Shortlisted companies in this category showed the judges innovative ways to upskill and reskill their employees, increase customer retention and satisfaction, and improve engagement.

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Dishoom

Over the past 12 years, Dishoom has seen significant growth and change. With 10 cafes, 14 delivery kitchens and nearly 2,000 team members, it now serves 3 million guests annually. However, the hospitality industry has faced various challenges, including Brexit, the pandemic and the arrival of a new generation of workers with different expectations of learning and development. Dishoom has launched several initiatives to address these evolving needs.

By 2022, Dishoom has created its own L&D production company, developed over 180 micro-learning videos, introduced a learning management system (LMS) and produced over 80 e-learning modules. These initiatives successfully engaged team members, reduced turnover of new starters and provided both digital and face-to-face training. However, a simpler learning experience was needed.

Recognizing this, Dishoom focused on creating up-to-date workbooks. Through extensive feedback from staff, the new workbooks have been designed to integrate training resources into a single ecosystem, combining digital, classroom and hands-on training. These included QR codes, surveys, checklists and more. The result was a unified, easy-to-use resource that boosted employee engagement and learning. Since launch, these workbooks have received a 98% satisfaction rate in new starter feedback, improved guest satisfaction and 20% reduced turnover.

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Dwr Cymru Welsh Water

In 2022, 45% of Dwr Cymru Welsh Water colleagues made internal moves, but feedback from the 2021 employee engagement survey indicated there was room for improvement. Employees felt that opportunities for career advancement were limited and too many positions were filled externally. To address this, the company launched several learning and development initiatives in partnership with Amazing If, an award-winning organization.

The partnership, established in October 2022, focused on introducing the ‘squiggly career’ concept, which encourages employees to see career progression as a flexible path rather than a traditional, linear one. The Squiggle & Stay program aimed to promote a growth mindset among staff by encouraging them to explore new roles within the company. This initiative was championed by the CEO and managed by a working group from the HR department, ensuring broad support.

Key elements included career conversations, career ‘safaris’ and a career development model. More than 65 colleagues participated in career safaris, gaining experience in other departments. Results showed that all participants found these opportunities beneficial for networking and preparing for future roles. The introduction of these programs has contributed to a 1% increase in employee engagement and a 48% increase in internal moves by 2023. Overall, Dwr ​​Cymru Welsh Water’s innovative approach has had a significant positive impact on growth, development and retention employees.

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Just Group, which provides financial products and guidance to those approaching retirement, wanted to gain a competitive advantage through the power of its workforce. To foster a high-performance and inclusive culture, the company identified the need for stronger people management skills among its leaders, so it launched an initiative to improve them.

Following an engagement survey in 2022, feedback indicated that the quality of management support was below industry standards and there were concerns about opportunities for growth and development within teams. To address these gaps, Just Group has implemented a comprehensive development program called Power Up, based on the Just Group Twelve, which includes 12 individuals representing the qualities of effective people managers.

The program involved extensive research, including surveys and interviews with managers, to identify specific learning needs. Engaging resources, such as a movie-style trailer, were created to generate pre-launch excitement, and the initiative received strong support from the CEO and executives. There was a welcome pack, notebook, personalized card deck, branded pens and popcorn to spark employee interest.

Success was measured through feedback surveys after each module, revealing that 95% of participants found the content relevant to their roles. In addition, engagement scores improved significantly in key areas and there was increased satisfaction with management support. This evidence indicates that the initiative has successfully improved the skills of people managers, leading to a more engaged and high-performing workforce.

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PineBridge Investments

Pinebridge Investments faced a significant challenge in managing the demands of a fast-paced industry marked by ever-evolving regulatory requirements and interest in environmental, social and governance (ESG) commitments. It aimed to foster the comprehensive development of its employees through a two-pronged approach – creative avenues for personal growth such as internal mobility, individual assessments, mentoring and coaching alongside functional training to enhance essential industry skills and certifications.

To support employee engagement and retention, it has invested in career development through talent management processes, promoting internal transfers and providing access to a global professional development platform. The organization’s focus on mentoring and promotion from within has established a unique strength. With a dedicated global head of employee development and engagement, employees benefited from a comprehensive development platform that offers online and virtual training tailored to different learning styles and programs.

This inclusive training approach has allowed equitable access to diverse courses covering technical, leadership and software skills. PineBridge has received positive feedback on its management and leadership programs, as evidenced by an employee engagement survey in which 80% of respondents expressed a willingness to recommend their managers. The Leadership Development Program has had a significant impact on the organization, with a high Net Promoter Score reflecting participant satisfaction and a successful track record of alumni promotions.

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Viessmann Great Britain

Viessmann UK, a manufacturer of high efficiency heating systems and renewable energy, wanted to introduce personalized development paths for all employees. To do this, it has introduced a comprehensive training program called ViSkill to upskill and reskill its workforce at all levels. Developed in collaboration with various internal teams and an external consultancy, ViSkill equips staff with the technology, product and market knowledge they need to thrive within the company.

The program spans six to nine months, offering 10 to 12 days of training per employee through various methods, including video content, formal sessions and peer-led learning. With 50% of training conducted through peer-to-peer interaction, relationships are strengthened, particularly benefiting new collaborators and fostering a culture of mutual support. The initiative has also resulted in investments, including significant funds allocated for its development and implementation.

Feedback indicates that employees are more motivated and confident, with an overall satisfaction rating of 4.4 out of 5. The principles of the program – collaboration, a balance between formal and peer-led training and role focus – have ensured its success .

As a result, Viessmann achieved a stronger market position, especially in heat pumps, while employee turnover decreased. Overall, ViSkill demonstrates Viessmann’s commitment to professional development and has had a positive impact on customer satisfaction, with its Trustpilot rating rising from 4.0 to 4.3.

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The Witherslack Group

The Witherslack Group is a leading provider of specialist education for children and young people with social, emotional and mental health needs, employing 2,500 people. It offers a unique approach to supporting and inspiring its young people, based on vast experience and understanding known as The Witherslack Way. Faced with a 50% turnover rate in its children’s homes and challenges in attracting suitable candidates for entry-level roles, the Witherslack Group recognized the need to improve the induction and onboarding experience.

The introduction of its Care Academy aimed to provide a structured, high-quality induction that would give new colleagues confidence in their decision to join. By providing essential knowledge and skills, the academy sought to increase employee retention and in turn strengthen children’s relationships. Through cross-departmental collaboration and feedback from managers and new hires, Witherslack developed a comprehensive learning program.

Implemented a new Learning Hub to monitor training progress and recruited experienced learning and development partners to design customized training modules. The program significantly improved staff retention rates, reducing overall turnover from 50% to 30% and staff leaving within six months from 57% to 11%. As a result, the number of Witherslack Group homes receiving an Ofsted inspection rating of ‘good’ or ‘outstanding’ exceeded the national average. Student ratings indicate increased knowledge and confidence, with average scores increasing from 3.2 to 4.5 and from 3.4 to 4.6, respectively. Care Academy has built a positive reputation and is set to expand further.