The Awards 2020

Keeping its young drivers safe
Construction and engineering | 250-999 employees | Malpas

This electrical contractor identified that driving was as important as its electrical or gas work and created the Young Driver Training programme to keep its young drivers safe. The robust training has been embedded into its apprenticeship programme and uses technology to track its vehicles so that poor driving behaviours can be challenged. 24% of its employees have completed the training to-date.

Developing in-house talent
Construction and engineering | 1000+ employees | London

This global leader in energy, digital and industrial transformation developed the Core Management Academy as a way to develop in-house talent and overcome inconsistencies in management practices. The training, which includes the use of an innovative AI tool, has led to an increase in staff retention and 11 promotions which are directly attributable to the training.

This supplier of technology solutions has created an Employee Engagement Toolkit to link financial reward with job specifications, annual appraisals, sales and learning and development targets through a bespoke online system. 174 out of 176 employees have completed the training and the business has a staff turnover rate 8% lower than the national average.

This care and support provider, with a network of care facilities across the UK, launched the Chef Development Programme in 2017 in response to the need for a better understanding of diets for those suffering from dysphagia or dementia. It has succeeded in upskilling staff to transform their food preparation and presentation and there are plans to roll out the programme to all 36 homes.

This recruitment consultancy, which specialises in niche areas of IT, established a management development programme to upskill second-tier managers. The programme has resulted in a more unified team approach and has led to the company restructuring its reporting lines enabling the business to facilitate sustainable growth.

This contract research organisation providing pharmaceutical services needed a pipeline of new talent to address an industry-wide skills shortage. It created an MSc in Biopharmaceutical Development and works in partnership with Leeds University – retaining currency of subject matter and combining this with academic credibility. Of the 12 participants trained to-date, 9 have been promoted.

Dovecote Park is the number one provider of meat to Waitrose supermarkets. It identified that staff were not performing to capacity and that production efficiency could be increased. The business introduced a new apprenticeship programme for staff in the Boning Hall and results include an exceptional return on investment, an increase of female butchers and also staff retention has improved by 13%.

Durham University wanted to provide development opportunities for Operations staff as a means of creating a pool of in-house talent. It developed the Succession Planning programme which includes bespoke training and 1-1 mentor support. Of the 20 learners having undertaken the programme, six have been promoted to roles 1-3 grades higher than their former positions.

This professional services company working in the Communications and Cloud sectors devised the Engineers Customer Service programme to provide its engineers with improved customer service skills. Over 120 employees have undertaken the one-day programme and customer satisfaction has increased dramatically with the Net Promoter Score increasing from 28 to 72.

This innovative company working in the Communication and Cloud sectors wanted to recruit and train new sales managers from within, rather than relying on recruiting externally. A Sales Academy Apprenticeship programme was launched in 2018 and nine high performing sales managers have been trained and are working for the business to-date.

This specialist recruitment agency focusing on the technology and insurance sectors recruits based on attitude which meant that it needed an effective introductory training programme for new recruits. It created the Consultant Development programme to develop trainees to become profitable in the shortest space of time. New employees’ time to first placements has reduced from 8 months in 2014 to 1.53 months in 2019.

Equipping staff to perform in challenging situations
Public sector | 1000+ employees | London

The Counter Fraud Academy delivers criminal justice training to Fiscal Crime Liaison Officers (FCLOs) whose role is to fight complex tax fraud and organised crime. The challenging 36-week programme uses role play and surveillance training and is successfully equipping individuals to manage complex and stressful situations out in the field.

This global technology company decided to become an Apprenticeship Employer Provider with the introduction of the Apprenticeship Levy. This move allowed IBM to further strengthen its programme and achievement rates of apprentices are exemplary and include a 100% pass rate through End Point Assessment and a 95% retention rate since 2017.

As part of their commitment to continually improve the quality of stop and search encounters, the Metropolitan Police developed an interactive video exercise for recruit officers that offered officers vital and realistic practice before having operational encounters with the public.

This large UK and European DAF dealer group is investing heavily in its apprentices and their long-term career aspirations. By providing exceptional training, personal mentoring and opportunities to learn with apprentices from other dealers and networks, Motus has achieved a 55% growth in recruits in the last three years with a 97% retention rate for apprentices.

The National Crime Agency overhauled its Initial Operational Training programme in response to escalating threats posed by serious organised crime and the need to increase its workforce from 4500 to 8000. 99% trainees have successfully completed the programme and the subsequent impact to crime prevention operations has been significant.

This organisation comprises 28 country inns and developed Oakmanology 2020, a company-wide programme based on the changing needs of its learners. A wide variety of learning opportunities are offered to enable participants to shape their own careers, supported by training ‘ninjas’. Staff turnover has fallen by 16% and internally promoted chef numbers have increased by 34% as a result of the training strategy.

This organisation which builds luxury yachts has invested in its apprenticeship programme to ensure that it has a strong talent pipeline in place. Apprenticeships are open to employees of any age, 10% of managers are former apprentices and getting an apprenticeship with Princess Yachts is viewed as an attractive career opportunity in the region.

Royal Mail recognised the need to upskill colleagues in its Sales Teams and develop a talent pipeline to meet the needs of the uncertain environment and a changing customer profile. It created the first Sales Professional integrated degree apprenticeship as a way of attracting younger sales talent. The inspiring programme has led other large employers, such as Amazon, to look at using similar models.

Santander UK established a Virtual Academy as a modern and cost-effective training solution for key roles. The Academy offers a blend of learning through coaches and a new interface providing bite-size learning and seasonal boxsets. New staff can start training from day 7 (compared to day 33 previously) and a reduction in travel has resulted in a reduction of 106.76 Tonnes of CO2e and a cost-saving of over £1.2 million in expenses.

This Business Unit of Serco UK which designs propositions and delivers solutions to the public sector used innovative Virtual Reality training to reinforce the importance of health and safety in the business. Negative incidents have reduced following the training and 95% front line operators have expressed their interest in undertaking additional training using the same technology.

This not-for-profit company was created by organisations in the aerospace industry to benefit the sector’s supply chain. Leading organisations work with smaller suppliers providing access to blue-chip training and embedding culture change and new, progressive ways of working. Results include 11,000 individuals undertaking the training and over 9,000 specialist roles being created in the sector.

This North West based hospice created a unique programme to upskill its own staff along with the wider community in palliative care support. Over 800 individuals have completed the free-of charge training resulting in much greater levels of skills, knowledge and confidence when working with patients offering end-of-life support.

This manufacturing business realised that 35% of its staff were due to retire in the next 10 years, so it reinvigorated its apprenticeship programme. Commitment to apprentices is evident with the business offering visits to other manufacturing companies and providing social activities alongside the training. Retention beyond year 2 of the programme has increased from 50-78% and the average age of the workforce has reduced by 10 years.

This College faced significant challenges in 2013 due to changes in local education structures. It initiated an organisation-wide culture change programme which has had an outstanding impact. 125 College staff and 38 external teachers have completed the programme and the College is thriving with A-level results exceeding the national average by 7% and an increase of 29% Year 11 pupils enrolling onto a College course in 2019.

As one of the world’s largest consumer co-operatives, the Co-op developed a programme for employees who were content in their role, providing them with opportunities to develop. Over 9,000 employees have undertaken the Excellence Programme with 98% putting into practice what they learnt. 91% of colleagues are still working for the Co-op and as an unexpected benefit over 500 employees have gained a promotion following the training.

This vehicle leasing company created a new vehicle maintenance offer for its customers. As a business that heavily invests in learning and development, Vanarama knew that training its employees about this product would achieve a more successful outcome. By tailoring its sales approach to customers’ actual needs, take up of the product was at 28% by the end of March.

This global risk management and insurance brokerage introduced a Level 4 Insurance Professional apprenticeship programme to recruit and develop its entry-level advisers. The business has tailored the standard programme to include bespoke competency profiles and the training forms part of the wider organisational strategy to increase the pipeline for under-represented talent.

This international conservation charity identified the need to upskill its managers and embed a stronger learning culture across its multiple sites. A bespoke ILM management programme for all levels was developed and in-house delivery resulted in an innovative, cost-effective solution. Outcomes included increased collaboration between departments and 100% participants rating the programme as having a positive impact back in their roles.