BTSR guidebook ~ Training & skills self-evaluation
Ideal Shopping Direct plc - Foundation Programme
| Date: | October 2007 - March 2009 |
|---|---|
| Contact: | Sally Gibson |
| Telephone: | 08700 780830 |
The Delivery of Core Management Skills & Behavioural Principles
Ideal Shopping Direct plc (ISD), one of the leading digital retailers, broadcasts to 22.6 million households in the UK, sixteen hours a day.
By 2012 all UK households will have access to digital TV and hence to TV shopping. ISD conducted a skills gap analysis in October 2007, and highlighted a lack of ability by some Managers to resolve employee issues, lead and motivate their teams, and manage performance. This was a direct result of Managers and Supervisors not receiving sufficient “joined-up” management training to give them effective “tools” to manage. The objectives of this training programme were to train and develop Managers and Supervisors to manage their teams effectively and fairly; to be able to diffuse conflicts at an early stage; to motivate and lead; to control and enhance capability and thus to retain staff. Improved communication within teams and across the business as a whole was another important factor. For non-finance Managers, the programme also aimed to raise awareness of business and finance, and impart knowledge on strategy-planning, thus giving delegates a more commercial understanding of business.
The programmes would run on a rolling schedule over twelve months, to allow for workshops that might be missed. 30 Senior Managers and 60 Middle Managers were to be included.
The ultimate aims were:
- A reduction in disciplinary and grievance cases
- A reduction in staff turnover
- Increased motivation.
It was also anticipated that the levels of customer service, both internally and externally, would be increased.
Following a brief from ISD, focus groups were set up and stakeholders consulted on the programme's content, style and duration. Feedback from these sessions was used by Toojays Training and HR Consultancy Ltd to design the programme of workshops. Five external facilitators from Toojays delivered the programme in an engaging and motivational manner. The workshops delivered a blended learning approach, drawing on different learning styles, incorporating:
- Theoretical explanation
- Classroom presentations
- Role play
- Team activities
- Open forum discussions
- Delegate participation
- "Homework" in the form of Harvard Business Case Studies.
The workshops and topics were adapted for different levels of Manager and responsibility.
115 individuals received training over the initial twelve-month period. Review sessions followed each workshop to ensure a clear action plan for individuals, and an understanding of how to apply the skills learnt. Line Managers were consulted by individuals in order to secure their support in identified, specific areas. The practical application of acquired skills was constantly referenced in the workshops. The programme was monitored through evaluation forms throughout the year. Information derived from follow-up ROI forms was received by delegates and Line Managers, and feedback gained from these informed company assessment of the success of the programme against agreed objectives. ISD maintained a flexible approach to the course, remaining willing to adapt course content in the light of suggestions and feedback.
Total cost for all aspects of the programme was £145,000.
Following the training programme Managers now routinely deal with most issues locally and identify items for discussion or resolution through one-to-one feedback reviews. Management Tool Kits have enabled Managers to conquer their "weaknesses" when their Individual Training Plans are measured against the identified skills gap analysis. These kits comprise a concertina folder, and, for each course sat during the programme, delegates receive an accompanying workbook, which contains all the course contents and references to refer back to when dealing with Handling Conflict, or Leadership, etc. This folder also contains the Harvard Business Case Studies.
From 2007 to March 2009:
- Disciplinary cases have fallen from 25 to 2
- Grievances from 8 to 0
- Staff turnover from 18% to 2%
- Sick pay expenditure shows an overall downward trend.
Significantly, over 100 Managers have experienced a “mindset” change and can now lead, motivate and challenge in a notoriously reactive organisational culture, which used to be sceptical of the value of development interventions.
As a direct result of this training programme, Managers’ skills have now increased, together with their awareness and appreciation of added value through effective people management. Inclusive debate and discussion have resulted in these behaviours becoming embedded. From past experience, this would not have been possible before the implementation of the Foundation Programme.
The greatest unexpected outcome of the programme has been cross-functional working. Workshop modular groups comprised Managers from different areas, where discussions led to a far clearer understanding of how their individual and department's actions could affect others and how communicating and working together can resolve issues and motivate teams. This is borne out by the continuation, post-programme, of meetings between Managers from different areas. Morale has also thus been boosted.
When an individual delegate spend of no more than £1,260 is far exceeded by the benefits of reduced absence costs alone, the programme has clearly been highly successful and profitable.
A strong platform for L&D now exists in ISD, and is embraced by the workforce across the whole organisation.
