A Robertson & Son - Report 2004

A ROBERTSON & SON

“COMMERCIAL IN CONFIDENCE”

REVIEW

FEEDBACK REPORT

INVESTORS IN PEOPLE SCOTLAND

David HunterInvestors in People, Scotland13 September 2004Ref: 2485

Ref: DH 2485/September 2004 Commercial in Confidence 1

EXECUTIVE SUMMARY

Overview of Findings

A Robertson & Son continues to satisfy all of the requirements of the National Standard. The company, which first attained Investors in People status in 1998, continues to place considerable importance on the continuous development of its people. Rarely has the Assessor seen such a variety of different forms of training and development (T&D) provided for a company of this size. Similarly and throughout the nine interviews held on site, not one single negative comment was made concerning the approach taken to ensure people are developed – either in line with identified needs or in support of business objectives. Rather the opposite was the case – with employees extremely positive about all aspects of life at A Robertson & Son – including the considerable emphasis placed on their personal development. Not surprisingly, there were a number of areas of good practice.

Examples of Good Practice

The level of commitment demonstrated by the Partner and members of his management team to ensure employees received the training and support they required was considerable. Previous assessments/reviews identified a good level of compliance to the National Standard. This company however, does not ‘rest on its laurels’ and a number of significant changes and improvements have been made since the previous Review; all of which were commented upon favorably by employees. (All aspects of Indicator 1)

Employees are continually encouraged to contribute to the business and improve their levels of performance. Teamwork was also seen to be of a very high standard and a key factor in encouraging employees to share knowledge and experience and help colleagues to improve their level of performance (2.1 and 2.2)

Employees, at all levels, believed that their contribution to the company was both appreciated and recognised by management. (3.1)

The formal appraisal system (‘Job Chats’), introduced since the last Review, was viewed positively by all interviews and was seen as complementing other, less formal, means by which employees receive meaningful and regular feedback on their performance. (3.3)

Clear, concise and measurable business objectives were in place. Impressively, all employees were able to identify the nature of such objectives. (5.1 and 5.2)

A comprehensive training plan was in place which clearly identified how past and planned T&D activity supported the achievement of business objectives. (6.1)

A more structured and comprehensive approach to induction had been introduced since the last Review. New employees commented favourably on the approach taken. (9.1)


The company's approach to Evaluation was most impressive. The analysis of direct and indirect costs, reviews of the training plan activities and feedback received from customers and employees (through the Job Chat process) ensured that management had a very good grasp of the investment in T&D and the impact that such activities had on individual and company performance. (10 and 11.1)

The level of change since the last Review and how the company had embraced the feedback provided by the previous Assessor, provided considerable evidence of an enterprise that was fully committed to getting better at how it develops its people. (12)

Potential Development Areas Identified

A few isolated areas which offered some scope for further development were highlighted and received positively at the feedback meeting. These are summarised below.

As a means of complementing the current annual Job Chat process, consideration could be given to increasing the frequency of the appraisal process to twice a year. This is consistent with the HR manager’s intention to further improve the frequency with which employees receive feedback on their performance. (3.3)

Whilst employees were clear on why they needed to attend a T&D event and how they were expected to put the acquisition of new skills or knowledge into practice, consideration could be given to introducing a bit more formality and thoroughness to the discussions that take place before and after training through the introduction of pre and post course briefing processes. (6.2 and 9.3)

As a means of supporting the development needs of those with people management responsibilities, the Team Leader had recently completed the first of three modules of a ‘Leadership and Communications’ programme. Consideration could also be given to including others with similar responsibilities on such programmes in the future. (8.1)

Similarly, particularly if the company continues to expand and take on additional employees, consideration could also be given to supporting the HR Manager to achieve a CIPD qualification. (8.1 and 9.5)

Finally, whilst all the training undertaken by the carpet fitters was consistent with external standards, consideration could be given to exploring the possibility of employees (carpet fitters, sales and admin staff) going down the SVQ route to achieve an external qualification. (9.5)


CONCLUSIONS

In the Assessor’s opinion A Robertson & Son meets all aspects of the Investors in People Standard.

Feedback meeting held on: 13 September 2004.

Present: Graham Robertson, Partner.Christine Leitch, HR Manager.David Hunter, IIP Assessor.Contact was made with the Advisor immediately after the feedback meeting.

Date of next site visit: To be determined.

Assessor: David Hunter. Date: 13 September 2004.On behalf of Investors in People Scotland

Continuous Monitoring of Recognition Status

The organisation can present itself again at any time between the date of the review reported upon above and 36 months from that date. Should the organisation not have undergone a successful review within that time period its recognition as an Investor in People is put at risk. To give Investors in People Scotland sufficient time to prepare for the next review the organisation should book their next review 10 weeks in advance of the date requested. Whilst the client had decided against a Profile Review on this occasion, the Assessor briefed those present on the use of this particular form of Review.


BACKGROUND INFORMATION

Name of Organisation: A Robertson & Son.

Nature of Business: A Robertson & Son specialise in the provision and fitting of floor coverings, furniture and soft furnishings.

Ownership: The company is owned by Graham and Ian Robertson. Ian is not involved in the day to day running of the carpet, furniture and soft furnishings company. He manages the A Robertson & Son Travel company. Graham, on the other hand, is very actively involved in all matters concerning the carpet, furniture and soft furnishings business.

Number of employees: Ten, including both Partners.

Role & Responsibilities of those people within scope: Graham is supported by a management team comprising a HR Manager, a Senior Fitter, a Team Leader and a Sales. Consultant. Qualified and trainee carpet fitters and a part time sales/admin member of staff complete the A Robertson & Son team.

Number and Location of sites: One located in Rothesay on the Isle of Bute.

Recent History: A Robertson & Son has been in existence since 1883. Much more recently, issues concerning the company have included the significant level of growth and expansion – necessitating the acquisition of further storage facilities.

Staffing-wise, the period of growth has created three additional full-time and one part-time posts; with plans afoot to increase this further when a shop extension is completed in 2005.

A number of other changes have taken place in the period since the last Review which has directly (and positively) impacted on the development of employees. These are identified and commented on in the body of this report.

Involvement in other relevant Initiatives: None

Involvement with Investors in People:

1. Reasons for seeking recognition: The Partner is fully is committed to developing his employees on a continual basis. Investors in People remains the favoured means by which the company can continue to place priority on personal development activity


2. Benefits gained to date from working with the Standard: The Partner confirmed that much had already been achieved from working with the Standard. Particular mention was made of the increased structure and focus which now exists to support how the company develops its people.

Assessor’s Objective: To seek evidence against all of the Investors in People Indicators to ensure that the organisation continues to meet the National Standard.

Client Objectives: To receive an independent assessment of areas still needing improvement and confirmation that A Robertson & Son continues to merit its Investors in People status.

Documents reviewed: These included: -

Overview and Structure. Training Plan and an analysis of all training costs. Business Objectives. Completed appraisal forms. Induction documentation. Statements of Employment & Job Descriptions for all staff. Staff Meetings log.

Interview sample: Interviews were held with 9 employees, including the Partner.


FINDINGS FROM THE REVIEWby PRINCIPLE

PRINCIPLE ONE: COMMITMENT

An Investor in People is fully committed to developing its people in order to achieve its aims and objectives.

1 The organisation is committed to supporting the development of its people.

It was a very positive experience to review this company. The level of commitment demonstrated to ensure all levels of employee were developed on a continual basis was extremely high. The provision of excellent customer service and high quality workmanship has been and continues to be the foundations of the company’s success. Such factors are important for any enterprise but within an island community – where good and bad news travel far field and quickly, they are particularly crucial if a company is to survive never mind grow and prosper. A Robertson & Son has never become complacent in such matters and the Partner mentioned that the company’s focus on T&D has had a significant impact on the company’s success and recent growth.

“Our strengths are our shop premises, our quality merchandise and particularly our trained, professional and enthusiastic staff. The quality of the work we do and our after sales service makes us stand out from our competitors. Our people make the difference. And training our people continually to qualified levels makes a difference to them as individuals and to the level of service they can provide to our customers. Last year we spend £14k on T&D, including training two of the team, who started as labourers, to become fully qualified carpet fitters. Our commitment to training is considerable and it has to be – otherwise you are in danger of losing staff and customers”.

Others with managerial responsibility provided further evidence of the commitment that exists to support the development of people.

“I think the continuing use of Investors in People demonstrates the commitment that is here. Even though we’ve had this standard for a while we still try to improve things for the staff. In the past couple of years we have introduced ‘Job Chats’, a new induction process, sent staff to a lot of external courses, introduced Statements of Employment, Job descriptions and improved the premises and the equipment the fitters use etc”.

Interviewees at various levels within the company confirmed all of the above – enthusiastically.


“I’ve attended one day courses down south that meant I was actually away from here for two and a half days. This wouldn’t happen with other companies. To me that’s commitment”.

“I started as a labourer less than three years ago, now I am a fully qualified carpet fitter and it cost the company a lot of money to train me. Their commitment is not in any doubt”.

“Easily the best company I have worked for. I’ve attended 4 courses in the past two years; more than with any other company I have worked for”.

2 People are encouraged to improve their own and other people’s performance.

The atmosphere within A Robertson & Son was extremely buoyant and positive. All interviewees were very positive about their role within the company and were able to articulate their commitment for the enterprise to do well. It was also impressive to note that everyone held a similar view i.e. the only way for this small but progressive company to continue to develop and achieve its ambitious plans for growth was for everyone to give of their best, all of the time. Interviewees were able to quote examples of how they had been encouraged to improve their performance. This included discussions during ‘Job Chats’, being thanked by managers and encouraged to contribute ideas for improvement. In addition, mention was made that discussions first thing in the morning before people left the shop to go out to different jobs, thanks at the end of the week from the Partner as well as the positive feedback received from customers, all helped to encourage people to give of their best.

“You are always asked for your ideas and that encourages you to come up with better ways to do your job”.

“Sending us on courses helps to encourage you to do better”.

“You are trusted you to do a good job. That, plus always being told what new jobs are coming up and being appreciated makes you do your best”.

A Robertson & Son is a long established family business and the feeling of togetherness and happy working environment was among the most impressive witnessed by the Assessor. Without exception, interviewees mentioned that A Robertson & Son was a good place to work – characterised by the way people genuinely went out of their way to help colleagues by sharing knowledge/experience and “lending a hand” whenever necessary. The every nature of the work involved, for example, fitting carpets, requires a high level of teamwork where people need to work in tandem. And as one interviewee put it: “Everybody needs to pull their weight or it won’t work”.


Evidence provided suggested that it did work – leading to a work environment where managers and colleagues all support each other to improve levels of performance throughout the company.

“Everything I‘ve learned about carpet fitting has come from the courses I’ve attended plus the other guys sharing their experience with you. You are always getting tips on how to improve”.

“We all pass on our knowledge and experience. Even though some of us are inexperienced, if we come back from a course with some new ideas everybody listens. Everybody is keen to improve and help each other”.

3 People believe their contribution to the organisation is recognised.

All interviewees believed that management fully appreciated their contribution to the company. Recognition was seen to manifest itself in many ways, including:

being thanked by the Partner and other managers; being informed of customer feedback; staff being encouraged to suggest ideas for improvement; discussions about future developments/jobs involving all employees; internal progression within the company and given opportunities to learn new skills and

take on increased responsibilities; social events funded by the company, including a recent day trip to Glasgow for all

employees; and being supported financially and otherwise to attend training courses to learn new skills

and attain, for example, qualified carpet fitter status.

Feedback on performance is provided through a combination of regular discussions between managers and staff and through the yearly ‘Job Chats’ appraisal process. The latter is an impressive process which was introduced following the last Review. As well as providing management with the opportunity to give feedback on performance and agree training needs, employees complete a self assessment on how they have rated their own performance which is then used as the basis for a two way discussion with management. In addition, the Assessor was impressed to find that the Partner is very actively involved in this process and receives what could be best described as a ‘peer assessment’ from the HR Manager – along the same lines as the ‘Job Chats’ held with all other staff. Indeed a recent ‘peer assessment’ identified a couple of training courses for the Partner to attend later in 2004.


All staff were very positive about the introduction of ‘Job Chats’ and how, generally, management provided regular and meaningful feedback on their performance.

“Initially I was a wee bit apprehensive about the appraisals i.e. why did we need them? But they are very good and help you see what you’ve done well and where you need to improve”.

“I don’t feel that comfortable about ‘blowing my own trumpet’ but the process is good. You need to take time out to discuss performance and the feedback I received was a real boost”.

4 The organisation is committed to ensuring equality of opportunity in the development of its people.

The assessor had no doubt that A Robertson & Son is an equal opportunities employer. Perhaps indicative of the fact that the company is a family business - where people work so well together, there is no ‘them and us’ attitude in any aspect of the company’s operations.

“Everybody is treated exactly the same. It’s always been that way and always will be. We really are a team here so to treat people differently or have favourites etc is just not how we do things. Everybody gets yearly appraisals, kept up to date with all developments, asked for ideas and given whatever training they need. There are no exceptions to this”. (Partner)

Another manager endorsed the comments of the Partner and added:

“We always accommodate people’s training requests. We know training has made a big impact here. We have invested a lot in T&D in recent years and the training plan shows that every individual here has some form of training planned over the next year”.

Interviewees confirmed all the above, enthusiastically:

“I’m not long here and started with no previous experience but I will be going on my ‘Basic Intensive Carpet Fitting’ course in October”.

“We are all going to undertake a lot of IT training this year; not just sales and admin but carpet fitters also”.

“There are no favourites here, we are all treated the same and treated very well”.


PRINCIPLE TWO: PLANNING

An Investor in People is clear about its aims and its objectives and what its people need to do to achieve them.

5 The organisation has a plan with clear aims and objectives, which are understood by everyone.

The company’s business plan covers the period August 2004 – December 2005. The content of the plan contains clear, specific and measurable objectives – all of which were developed with the input the employees. Current business objectives included:

to develop and maintain a business website for furniture businesses by April 2005; to re-organise and re-locate the floor coverings department and complete the shop

extension by April 2005; to extend the bed department into the workshop area by June 2005; to move the existing office area and integrate the open plan sales desk into the stores area

by August 2005; to have the new warehouse in operation by December 2004; and to create the new shop assistant position when extension is completed in April 2005.

Discussions with staff at different levels (and representing the different faucets of the company’s operations) clarified their clear understanding of such objectives

“Getting the new storage area will make a big difference here”.

“We are going to completely revamp the shop area and upstairs”.

That staff were so clear on imminent developments and the specific nature of business objectives was seen to have been helped by the open dialogue that takes place throughout the company. Communications were viewed positively by all interviewees.

“You are always kept up to date with what is happening, new jobs coming in, changes to the premises etc”.

“It’s not just formal meetings; everybody talks to each other all the time. The objectives are also pinned up in the staff room”.


“We have regular chats in the mornings before we go out to the jobs and we are never kept in the dark. Yes, communications are really good here. And you are asked for your opinion before changes are made”.

There are no representative groups within A Robertson & Son

6 The development of people is in line with the organisation’s aims and objectives.

A comprehensive and very impressive training plan is used to shape and direct all T&D activity. This is complemented by very detailed training records held for all staff. Rarely has the Assessor seen so much detail on the direct and indirect costs of future training activity. Such information ensures that the company is well placed to make a decision on whether the T&D in question will help achieve business objectives, support individual training needs and is justifiable on a cost basis; weighed against the anticipated outcomes from the training in question. Such information also helps the company to evaluate the impact of T&D in the months following its completion - on individual and company performance.

Through perusal of the training plans, training records and other documentation, the Assessor was able to identify clear linkages between business objectives and the content of T&D activities which had either taken place or were planned for the future.

Examination of the training plan also identified that each member of A Robertson & Son had some form of training activity planned for the coming months. Indeed in almost all cases, three or four different forms of T&D activity were planned for members of staff. Very impressive and indicative of the commitment that exists to support the personal development of people.

Examples of T&D that has clearly influenced (or will influence) the achievement of company objectives, included training in the following areas:

advanced carpet fitting; domestic vinyl fitting; furniture handling; intensive basic carpet fitting; HR management; customer care; IT – Applications 1; visual merchandising; health & safety in the retail sector; and basic sales training.


The above is in addition to the considerable amount of on the job training, coaching, shadowing etc that is a strong feature of the support provided by experienced workers to new and/or less knowledgeable colleagues.

Despite the fact that there is no formal pre or post course briefing process in place, interviewees clearly understood what their development activities should achieve, both for them and the company overall.

“Going on the basic sales course in Birmingham was all about increasing my ability to deal effectively with customers and therefore increase our sales performance”.

“I’m going on the basic carpet fitter course shortly and this will give me the knowledge and skills to eventually become a fully qualified fitter”.

“Attending the advanced carpet fitting course was to make me a fully qualified fitter and be able to support the guys already qualified”.

7 People understand how they contribute to achieving the organisation’s aims and objectives.

All interviewees had a very clear understanding of their role within A Robertson & Son. In addition to the issue of detailed job descriptions for all employees, the HR manager had recently introduced individual ‘Statements of Employment’ which provide staff with full details of their job, the standard expected of them and information on areas such as personal appearance, attitude, benefits, hours, overtime, health & safety etc. Such documentation has been positively received by staff and is viewed as being helpful in reinforcing the impact that individuals can have on the company’s success and future. Discussions during team meetings, ‘Job Chats’ and votes of thanks received from managers and customers were also cited as helping to restate how important each person’s role is.

“Even though I’m just a trainee I am made to feel I am making a contribution. I can help out with the very basic jobs, freeing the qualified men do the more difficult jobs”.

“Being qualified means I can do so much more for the company and I’m told my contribution is good”.


PRINCIPLE THREE: ACTION

An Investor in People develops its people effectively in order to improve its performance.

8 Managers are effective in supporting the development of people.

Discussions with the Partner clearly established that he is fully aware of his responsibilities in supporting the development of all his people. In relation to those employees with management responsibilities, the Partner was clear that giving someone the job title of, say, Team Leader does not guarantee that the individual concerned (or others with similar titles/responsibilities) will automatically be able to manage and support people effectively. Where it is deemed appropriate the Partner is fully supportive of sourcing skills training to support the development needs of his managers. A recent example of this involved one individual attending the first of three modules on ‘Leadership and Communication Skills’. In addition, the Assessor recommended that others with people management responsibilities also attend the same or similar forms of training in the foreseeable future.

In relation to the support provided by other managers to their ‘charges’, one such individual identified the following as being indicative of the support provided.

“It’s important to put people on the right courses but the support you can give when you are working alongside them is as important. We give people the benefit of our experience, pass on tips to make their life easier and also ask for their ideas”.

Another individual mentioned:

“It’s important to give praise where it is due, that encourages people to do better and also make them feel more confident about asking for your advice. We are very open here. We give advice and ask for it in return also”.

The interviews with staff provided evidence that they were clear about the type of support that they expected from the Partner and other managers and how the reality of the support they received compared against such expectations. In all cases this was extremely positive.

“They are all very approachable and helpful here. You don’t need to take a confidence pill before asking for help”.

“Nothing is too much hassle for them. There is a lot of give and take here. If it’s 3pm and there’s nothing doing you will be told to go home”.


“Before we go out we are given detailed computerised cutting plans to help us when we get to the job. I told my tutor this on my course and he said that was very rare and made my boss in the top 1%. And the tutor was the carpet fitter of the year”.

“You know they are good bosses when you can be bothered getting out of your bed in the morning to work for them. At my last course someone I was talking to said he wished he had a boss like mine”.

“The best place I’ve ever worked in. You know where you stand and you are treated as an equal”.

9 People learn and develop effectively.

Those new to A Robertson & Son receive a comprehensive introduction to the company. The current approach has evolved from a less structured process which was in place at the time of the last Review. Now, new employees benefit from a detailed and tailored induction programme. This programme covers what will happen on the first day, second day and the first few weeks of the employment.

The importance given to induction is demonstrated by the fact that the Partner oversees the first day of the programme, covering: welcome and introduction; tour of the premises; company history, business objectives etc. Thereafter the ‘new start’ will spend some time with the HR Manager, covering: conditions of employment, facilities, policies, health & safety and T&D. A period is then spent with experienced staff, going out to see the type of work done, shadowing jobs etc before the individual is given the time and space to come to grips with the requirements of their new duties. At the end of the first week and at regular periods thereafter the HR Manager will sit down with the new employee to review how things are going.

The one employee who had started with the company in the past year was extremely positive about the induction he had received.

“It was really good. After spending time being introduced to people and learning about the company, I was allowed to spend quite a lot of time just watching what people were doing, going out on jobs etc. Nothing was rushed and I was made to feel very welcome”.

As previously mentioned the range of T&D activity made available to employees was extremely varied and impressive. Importantly, it also allowed people to learn and develop in a manner consistent with individual learning styles – through a good mixture of in-house and external T&D.


Due to the variety of approaches used and the not inconsiderable amount of investment made in T&D activity, it is important that the company is able to determine whether such interactions are achieving the necessary impacts and employees are learning, developing and performing effectively. Discussions with managers identified how they determined the progress made by employees.

“Observation during jobs is clearly an easy way to determine how people are getting on. I often pop out to see the jobs being done and that can tell me a lot. I also rely on feedback from experienced workers and through just talking to people – asking if they are having any problems etc. Customer feedback is also very important and I always feed such comments back to people ASAP – good or bad. It’s usually good which gives everyone a boost”.

“The fact that people go away to a course and come back as qualified fitters gives you a good idea of how they are getting on. Also, the extent to which you can leave people to get on with a job without being closely supervised – and how they cope in such circumstances tells you all you need to know”.

All interviewees were supportive about the range of training provision that they can access; many making very positive comparisons with previous employers. Employees were also clear on why they had undertaken a development activity, what they had learnt and what they were expected to do better and/or differently as a result.

“Everything I know about carpet fitting I’ve learnt in the past four months from the advice and tips given to me by the senior hands. And I now feel I’m making a contribution here”.

“Before the course I knew the theory behind carpet fitting but I never realised how much I had picked up working here and how ahead I was of the other trainees. It really boosted my confidence. I was also able to bring back some different ideas I picked up on the course”.

“I was a wee bit sceptical before I attended the leadership course but it was good and gave me some ideas which I’ll try and use here – like how to get the best out of the people”.

In relation to employees pursuing courses of study or training in line with industry standards or leading to external certification, all the various carpet and vinyl fitting courses are consistent with relevant industry standards. During discussions at the feedback meeting, the Assessor suggested the possibility of the HR Manager taking a course of study leading to a CIPD qualification and exploring whether other employees may benefit from pursuing a SVQ qualification.


PRINCIPAL FOUR: EVALUATION

An Investor in People understands the impact of its investment in people on its performance.

10 The development of people improves the performance of the organisation, teams and individuals.

A Robertson & Son is an organisation that in all aspects of its operation continually reviews the effectiveness of its performance. This clearly extends to understanding how T&D impacts on the performance of individuals, the different component parts of the business and the company overall.

Mechanisms such as those identified elsewhere in this report – including observation on the job, feedback from customers, the overall growth of the business, the increased number of qualified workers and discussions that take place during Job Chats enable the company to clearly identify where T&D has improved performance.

Examples provided by Managers included:

“You know that T&D makes a positive difference when you get feedback from customers - as I do all the time, about the quality of workmanship and how people conducted themselves when doing the jobs. You can also see the increased order book and improved profit figures which have definitely been influenced by having more qualified and able workers – which means we are better placed to meet the demands of out customers. We obviously have some competition on the island, much more on the mainland plus there’s the Internet. So our reputation is the key to our success and training our workers helps us to keep and improve that reputation”.

“Investing in SAGE and the training that went along with it has also made a big difference. We are much more able to track costs and manage our cash flow that before we had this package”.

“Improved performance comes from increased confidence and you can see the difference since they attended the advanced course and came back fully qualified. Both men are now able to do far more which increases the number and types of jobs we can now take on. This definitely improves the profit margins as well as the performance of individual members of staff”.


11 People understand the impact of the development of people on the performance of the organisation, teams and individuals.

The assessor was impressed that in an area many organisations much larger than A Robertson & Son struggle with i.e. evaluation of T&D activity, that this aspect of the National Standard was a clear area of strength for the company. That this is undoubtedly the case, owes much to the very detailed manner in which the company identifies all the costs associated with T&D activity, records and reviews these and is thereafter able to identify the impacts of such investment on the performance of both individuals and the company overall.

The use of a comprehensive training plan supported by extremely detailed individual training records provides the means by which the company can identify the specific and accurate nature of its investment in supporting the development of people.

In relation to understanding the impact of such investment on performance, again the company is well placed to make informed judgements on such matters. The aforementioned training plan includes criteria against which the company can determine whether the training in question has been as successful as anticipated. This is simply achieved by the training plan having a column on ‘Expected Outcomes – and it is against such criteria and discussions during ‘Job Chats’, observation during jobs and customer feedback, that improvements in performance can be determined. Simple yet very effective.

Examples provided against the previous Indicator identify some of the key areas where management believed that T&D had impacted positively on performance. For their part, other interviewees were very clear that their personal development had had a beneficial effect on their own performance, that of their colleagues and A Robertson & Son overall.

“I knew about computers before I came here but nothing like the knowledge and confidence I have now. Increasingly, we are becoming more reliant on computers and I feel I am more of an asset to the company”.

“All the support and training I have received here has made me a much more confident person. Knowing you are making a good contribution to the company is a great feeling”.

“Whilst I don’t go out and fit carpets etc, the product knowledge training I’ve had really helps me to talk more easily with customers when discussing what they are after. First impressions count a lot”.


12 The organisation gets better at developing its people.

A Robertson & Son is a progressive company and one which it was a pleasure to review. The Partner is totally committed to achieving continuous improvement as a means of ensuring his customers always receive a high standard of customer service and quality workmanship. Instrumental to the achievement of such factors is the need to continually keep the personal development of all employees as a matter of some priority. Discussions with the Partner, managers and his employees provided considerable evidence that such a priority exists and that actions taken are testimony to the commitment of the Partner to get better at how he develops his people.

A number of development areas were suggested by the previous Assessor. In the majority of such cases, recommendations were acted upon and have resulted in improvements in areas such as feedback on performance, induction and the evaluation of T&D activity. In addition, the list below also provides an indication of the level of change and innovation that has taken place since the last Review – again demonstrating that this is not an organisation that stands still. That is:

the introduction of ‘Job Chats’; the introduction of a structured induction programme; the development of detailed training plans and individual training records; an improved understanding of the investment in and impact of development activity; an overall increased level of T&D activity – leading, among other things, to a greater

number of qualified staff; the development of ‘Staff Employment Statements; and a greater investment in IT hardware/software and associated training.

Finally, interviewees confirmed that all of the above had taken place and endorsed a culture where many of the changes made had resulted directly from the input of staff and the willingness of managers to encourage such participation in the first place.

“They definitely want and ask for our ideas. The holiday rota, for example, came from staff”.

“There has been a lot more training in recent years and I don’t see it stopping”.

“Things are on the up here. There’s a new van, better equipment, a new warehouse, more training etc. I also think that things are more professional and mellow than a few years ago. It’s a progressive but easy going place to work now”.


“It’s the best place I’ve worked, best bosses, best training and atmosphere. Can’t add much to that”.


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