Kier Building Maintenance, part of the Kier Group, already had an industry-leading safety record, achieved by rigorous technical training and systematic reduction of risk. However they wanted to take the safety of their workforce to the next level. Research identified that most progress would come from influencing each individuals’ personal attitudes and behaviour around working safely.
Working with Kier we developed a series of Behavioural Safety Toolbox Talks focusing on key safe-working behaviours. The Talks are designed to be delivered and followed up on the job by supervisors and first line managers with their teams.
By the end of the first year of the pilot programme the region involved had reported a marked reduction in their Accident Incident Rate from an already low level and a significant increase in the levels of workforce awareness and participation on safety.
Helen Sully, Development Advisor, Kier Support Services who commissioned the project comments:
"New generation learning has delivered an outstanding programme in Kier to such a high standard. Their contribution and expertise in designing and implementing… our behavioural safety programme has had a major impact on the learning that took place".
The national rollout of this programme to Kier’s maintenance businesses has involved over 1,500 operatives and managers to date.
We are involved with our Joint Venture partners in The Asset Faculty to design and implement a major new customer service initiative by NB Entrust, a division of NB Real Estate, one of the UK's largest property management companies.
A new NB Entrust Faculty has been created to provide management team development and uniquely, a programme of Workplace Talks training to ensure a consistent standard of customer service is provided by Supplier Partner and NB Entrust front line staff in over 500 properties.
NCB, the first and largest bank in Saudi Arabia, leads in its home market on new and innovative financial products. In partnership with major dealerships, NCB now offer Shariah-compliant consumer finance on car purchases through their own sales agents based within car showrooms – a first for Saudi.
Regional and Area managers run regular, short training sessions with highly structured follow up with their teams, covering the necessary skills and attitude needed in this rapidly evolving environment.
We continue to work with the bank’s sales and marketing teams to evolve and support our training programme for the growing regional sales teams.
InterQuest Group – sales skills development
The InterQuest Group is an IT staffing company with specialist divisions that service the technical recruitment needs of the retail, public, and financial services sectors.
InterQuest wanted to regularly refresh the sales skills of its recruitment consultants in the key areas of qualifying and presenting candidates, and generating new leads.
We developed and implemented a programme of short monthly training sessions run by team managers, each with a three week follow up for both consultants and their managers delivered direct to their desks via emails sent by new generation learning.
Managers report that:
" the training has had a positive impact on the team" and, "the training was good …not rocket science, but just reinforcing the basics that they all know they should be doing but sometimes forget or are lazy."
Consultants report an ongoing use of the skills and knowledge gained:
"This training has come into affect in some way shape or form with all the deals I have closed."
Holiday Inn - Can-do customer service
Holiday Inn wanted to develop an approach to ensure that the brand’s "Can-do" customer service promise was consistently experienced in the 325 franchised, owned and managed hotels within the EMEA division. We worked with a multidisciplinary team to design and deliver a self-managing training programme for the brand’s hotel managers and staff. The materials we developed used both classroom and on the job training delivery. Subject areas covered management diagnostics, brand knowledge, customer orientation, staff attitude and service delivery planning.
At its launch we ran 30 workshops across the region to induct hotel General Managers and their coaches. Over the following three years we developed the programme to include a coach support pack, new hotel opening induction and ran General Manager Can-do conferences
91% of General Managers reported that this approach had improved Can-do service in their hotel.