By admin 
Learning and development initiatives can be transformative for smaller employers. Companies shortlisted in this category showed the judges innovative ways to upskill and reskill employees, improve retention and customer satisfaction and increase engagement.
Dish
Over the past twelve years, Dishoom has experienced significant growth and change. With 10 cafes, 14 delivery kitchens and almost 2,000 team members, it now serves 3 million guests annually. However, the hospitality sector has faced several challenges, including Brexit, the pandemic and the arrival of a new generation of workers with different learning and development expectations. Dishoom has launched several initiatives to meet these evolving needs.
By 2022, Dishoom had founded its own L&D production company, developed over 180 microlearning videos, introduced a learning management system (LMS) and produced over 80 e-learning modules. These initiatives have successfully engaged team members, reduced new starter turnover, and offered both digital and face-to-face training. However, there was a need for a more seamless learning experience.
Dishoom realized this and focused on creating updated workbooks. Thanks to extensive staff feedback, the new workbooks are designed to integrate training resources into a single ecosystem, combining digital, classroom and hands-on training. They include QR codes, surveys, checklists and more. The result was a uniform, user-friendly tool that stimulated employee involvement and learning. Since launch, these workbooks have received a 98% satisfaction rate in terms of feedback from new starters, improved guest satisfaction and a 20% decrease in revenue.
Dwr Cymru Welsh Water
In 2022, 45% of Dwr Cymru Welsh Water colleagues took internal action, but feedback from the 2021 employee engagement survey indicated there was room for improvement. Employees believed that career opportunities were limited and that 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.
Founded in October 2022, the partnership focused on introducing the ‘winding career’ concept, which encourages employees to view career development as a flexible path, rather than a traditional, linear path. The Squiggle & Stay program aimed to promote a growth mindset among staff and encourage them to explore new roles within the company. This initiative was supported by the CEO and led by a task force 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 useful 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, employee development and retention.
Just group
Just Group, which provides financial products and guidance to people nearing retirement, wanted to gain a competitive advantage through the strength of its workforce. To promote a performance-oriented and inclusive culture, the company has identified the need for stronger people management skills among its leaders and therefore launched an initiative to enhance them.
Feedback from a 2022 engagement survey found 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 the Just Group Twelve, which includes twelve personas that represent the qualities of effective people managers.
The program involved extensive research, including surveys and interviews with managers, to identify specific learning needs. Compelling assets such as a movie-style trailer were created to generate excitement ahead of the launch, and the initiative received strong support from the CEO and executives. There was a welcome pack, notebook, custom card game, branded pens and popcorn to pique employee interest.
Success was measured via feedback surveys after each module, which showed that 95% of participants found the content relevant to their role. In addition, engagement scores improved significantly in key areas and there was greater satisfaction with management support. This evidence indicates that the initiative has successfully increased the skills of people managers, leading to a more engaged and high-performing workforce.
PineBridge Investments
Pinebridge Investments faced a significant challenge in managing the demands of a rapidly changing industry, characterized by constantly evolving regulatory requirements and interest in environmental, social and governance (ESG) obligations. The aim was to promote the comprehensive development of its employees through a dual approach: creative paths for personal growth such as internal mobility, individual assessments, mentoring and coaching, in addition to functional training to improve essential industry skills and certifications.
To support employee engagement and retention, the company invested in career development through talent management processes, promoting internal transfers and providing access to a global professional development platform. The organization’s emphasis on mentoring and promoting from within created a unique strength. With a dedicated global head of employee development and engagement, employees benefited from a comprehensive development platform offering online and virtual training tailored to different learning styles and schedules.
This inclusive training approach enabled equitable access to diverse technical, leadership and soft skills courses. PineBridge received positive feedback on its management and leadership programs, as evidenced in an employee engagement survey, with 80% of respondents indicating 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 graduate promotions.
Viesmann UK
Viessmann UK, manufacturer of highly efficient heating and renewable energy systems, wanted to introduce tailor-made development programs for all employees. To do this, it introduced a comprehensive training program called ViSkill to upskill and reskill its workforce at all levels. Developed in collaboration with several internal teams and an external consultancy, ViSkill equips staff with the necessary technological, product and market knowledge to thrive within the company.
The program spans six to nine months and includes ten to twelve days of training per employee through a variety of methods including video content, formal sessions and peer-led learning. Because 50% of the training is delivered through interaction with colleagues, relationships are strengthened, particularly benefiting new participants and fostering a culture of mutual support. The initiative has also resulted in investments, including significant funding for its development and implementation.
Feedback shows that employees are more motivated and confident, with an overall satisfaction score of 4.4 out of 5. The program’s principles – collaboration, a balance between formal and peer training, and a focus on roles – have ensured its success.
As a result, Viessmann has achieved a stronger positioning in the market, especially in the field of heat pumps, while employee turnover has decreased. Overall, ViSkill demonstrates Viessmann’s commitment to professional development and has had a positive impact on customer satisfaction, with its Trustpilot rating increasing from 4.0 to 4.3.
Witherslack 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. It offers a unique approach to supporting and inspiring its young people, based on extensive experience and understanding, known as The Witherslack Way. Faced with a 50% staff turnover rate in its children’s homes and challenges in attracting suitable candidates for entry-level roles, Witherslack Group recognized the need to improve the induction and onboarding experience.
The launch of the Care Academy aimed to provide a high quality, structured introduction that would empower new colleagues and instill confidence in their decision to join. By providing essential knowledge and skills, the academy sought to improve employee retention and in turn strengthen children’s relationships. Through collaboration with various departments and feedback from managers and new employees, Witherslack developed an extensive learning program.
It implemented a new Learning Hub to monitor training progress and recruited experienced learning and development partners to design tailor-made training modules. The program has significantly improved staff retention, reducing overall staff 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 a “good” or “outstanding” Ofsted inspection rating exceeded the national average. Student evaluations show that knowledge and confidence have increased, with average scores increasing from 3.2 to 4.5 and from 3.4 to 4.6 respectively. The Zorgacademie has built up a positive reputation and will continue to expand.
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