Training and development (small employers)

Training and development initiatives can make a difference for small employers. Companies shortlisted in this category showed judges innovative ways to upskill and reskill employees, increase customer retention and satisfaction, and improve engagement.

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Dishum

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

By 2022, Dishoom had established an in-house L&D production company, developed over 180 microlearning videos, implemented a learning management system (LMS), and released over 80 eLearning modules. These initiatives have successfully engaged team members, reduced newcomer turnover, and offered both digital and face-to-face training. However, there was a need for more fluid learning.

Realizing this, Dishoom focused on creating updated workbooks. Thanks to extensive employee feedback, the new workbooks were designed to integrate learning resources into one ecosystem that combines digital, classroom, and hands-on learning. These included QR codes, surveys, checklists and more. The result was a single, easy-to-use resource that increased employee engagement and learning. Since launch, these books have achieved 98% satisfaction in newbie reviews, increased guest satisfaction and reduced staff turnover by 20%.

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Dwr Cymru Welsh Water

In 2022, 45% of Dwr Cymru Welsh Water colleagues made internal changes, but feedback from the 2021 Employee Engagement Survey showed there was room for improvement. Employees felt that career opportunities were limited and that too many positions were filled externally. To address this issue, the company has launched several training and development initiatives in partnership with Amazing If, an award-winning organization.

The partnership, launched in October 2022, focused on introducing the concept of the “wave career”, which encourages employees to view career progression as a flexible path rather than a traditional, linear one. The Squiggle & Stay program aimed to promote a growth mindset among employees, encouraging them to explore new roles within the company. This initiative was supported by the CEO and managed by a dedicated HR team, ensuring widespread support.

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

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Just a group

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

In a 2022 engagement survey, 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 implemented a comprehensive development program called Power Up, based on Just Group Twelve, which features 12 personas that represent the qualities of effective HR managers.

The program involved extensive research, including surveys and interviews with managers, to identify specific training needs. Attractive assets such as a movie-style trailer were created to generate pre-launch excitement, and the initiative received strong support from the CEO and executives. To pique employee interest, there was a welcome pack, a notepad, a custom deck of cards, branded pens and popcorn.

Success was measured through feedback surveys after each module, which showed that 95% of participants found content relevant to their roles. In addition, engagement scores have significantly improved in key areas and satisfaction with management support has increased. These findings indicate that the initiative has successfully improved the skills of HR managers, resulting in 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 rapidly evolving industry characterized by ever-changing regulatory requirements and environmental, social and governance (ESG) concerns. The company’s goal was to promote the holistic development of its employees through a dual approach – creative personal growth paths such as internal mobility, individual assessment, mentoring and coaching, as well as functional training to enhance core industry skills and certifications.

To support employee engagement and retention, the company has invested in career development through talent management processes, facilitating internal transfers and providing access to a global professional development platform. The organization’s emphasis on mentoring and promoting from within has created its unique strength. With a dedicated global head of employee development and engagement, employees benefited from a comprehensive development platform offering online and virtual learning tailored to a variety of learning styles and schedules.

This inclusive approach to learning ensured equal access to a variety of courses covering technical, leadership and soft 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 successful alumni promotion experiences.

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Wissmann UK

Viessmann UK, a manufacturer of high-efficiency heating systems and renewable energy, wanted to offer individual development paths for all employees. To achieve this, the company has introduced a comprehensive training program called ViSkill, which allows for the upskilling and retraining of its employees at all levels. Developed in collaboration with various internal teams and external consultants, the ViSkill program equips employees with the technology, product and market knowledge they need to thrive within the company.

The program lasts six to nine months and includes 10 to 12 days of training per employee using a variety of methods including video content, formal training and peer-led training. Since 50% of learning is done through peer interaction, relationships are strengthened, which especially benefits new members and fosters a culture of mutual support. The initiative has also attracted investment, including significant funding allocated for its development and implementation.

Feedback shows that employees are more motivated and confident, with an overall satisfaction rating of 4.4 out of 5. The program’s principles—collaboration, a balance between formal and peer-led learning, and role orientation—have ensured its success.

As a result, Viessmann has achieved a stronger market position, especially in the heat pump market, and employee turnover has decreased. Overall, ViSkill demonstrates Viessmann’s commitment to professional development and has a positive impact on customer satisfaction: the Trustpilot rating has increased from 4.0 to 4.3.

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Witherslak Group

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. He offers a unique approach to supporting and inspiring young people, based on extensive experience and understanding, known as the Witherslack Way. Faced with a 50 percent staff turnover rate in children’s homes and problems attracting suitable candidates for entry-level positions, Witherslack Group recognized the need to improve its induction and onboarding process.

The aim of establishing the Care Academy was to provide a structured, high quality induction course that would empower new colleagues and give them confidence in their decision to join. By providing the necessary knowledge and skills, the academy aimed to increase staff retention and in turn strengthen relationships between children. Through collaboration with various departments and feedback from managers and new employees, Witherslack developed a comprehensive training program.

The company implemented a new training center to monitor training progress and hired experienced learning and development partners to develop customized training modules. The program significantly improved staff retention rates, reducing overall staff turnover from 50% to 30% and the rate of employees leaving within six months from 57% to 11%. As a result, the number of Witherslack Group Homes rated ‘good’ or ‘outstanding’ in Ofsted inspections is above the national average. Student scores indicate an increase in knowledge and confidence, with average scores rising from 3.2 to 4.5 and from 3.4 to 4.6, respectively. The Nursing Academy has developed a positive reputation and is looking to expand further.