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1st May - Paul Lindley @ The Dorchester Collection


A great venue, presenter and discussion, thanks to everyone involved. A few topics discussed:

* Embedding values

* Future direction of an L&D function

How to design and embed a values and behaviour framework

Key Themes:

  • Top-down approach: developed at senior levels for buy-in and role modelling through workshops

  • Ask pertinent questions: What is company mission? What does it feel like to work here? Why do people succeed here and what are mistakes that cause us to fail?

  • Ensure they are accessible and reflect what employees value - it’s OK to live and breathe them in different ways to keep diversity strong: “same mindset not the same minds”

  • Measure against them: recruiting, induction, performance, exits

  • Embed via workshops or training sessions, storytelling/ anecdotes, recognition schemes

Hospitality Company - Have 4 values genuine, confident and committed – keep them visionary so they can focus on future success. They are well embedded through performance measures, results statements, CEO referencing and wholesale use of language. Individual brands within Whitbread have developed own EVP around how it feels to work there. They workshopped with Exec and embedded through storytelling to bring to life. Have a recognition scheme at shop floor level to embed the culture.

A military body - embed their values in artefacts, a historical legacy. Leadership handbook “Serve to Lead” which provides anecdotes and builds a story around culture

Food industry – developed 5 values through exec workshops, use own language so they are more accessible to people and launched them using a mime artist to mime values, then had workshops on what it means to you and how you can demonstrate this at work. Gave a broad value definition and said it’s OK to live them in different ways to promote diversity. Academy ran bite size sessions on each value to bring to life and equip staff with toolkit. They embedded them via recruitment, bonus, shout outs – online badge system

Hotel Group - remove all structure from values and behaviours and just give statements supported by leadership behaviours

Travel Company - HRD ran workshops asking question: What does it feel like to work here? To come up with values. Then scrapped annual appraisal, focussed on Managers coaching and having better conversations. They embedded them via storytelling which they weaved into leadership programme. They have 3 or 4 behaviours that sit under each value.

Major retailer – used People Made to develop their values and behaviours – they actively moved away from prescriptive success factors. Took top-down approach, had designated behaviour champions to support SLT with activities to embed them. Had workshops to introduce behaviours, shift mindset and think about what I means. Also, embedded via induction.

Pharma company – used workshop in-a-box (90 mins) lead by HR, L&D & Leaders to discuss: what teamwork means to us, accountability, feedback. They asked the question: Why do people succeed here and what are mistakes that cause us to fail? How useful are values in day job? Actively talk about what they are not to get the boundaries. Ran a culture workshop in induction and had a recognition programme: values at work award.

L&D Function

Principles that underpin learning:

•Learning takes place in many ways

•Learning will be structured around Technical, Commercial, Leadership and Systems

•Learning will be delivered as close to the point of need as possible

•We only provide colleagues with the information they need

•All learning that takes place follows best practice learning principles

•Wherever possible learning will be consistent

•Learning is a two way process and not a passive one, driven by a PDP

•There will be a clear link between learning and business goals

•Learning will be focussed on the current and the future

From and to:

•Revenue centre to cost centre

•Tactical order taker to strategic critical friend

•Provide business skills to providing life skills

•Short to mid-term focus to short, mid and long term focus

•Skills for now and next to skills for the unknown

•Organisation of learners to organisation of learners and teachers

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