The skills approach
The framework has several aims. Fundamentally, it will drive performance, with certain skills clearly linked to improved business outcomes. In each role, individuals can be set performance goals in core skill areas, with progress tracked at biannual reviews as part of a more consistent management approach.
Employees are also encouraged, with their manager, to agree development goals and then identify relevant learning towards those. This is aggregated, so the L&D team are aware of training demands and can adapt the offer accordingly.
‘Over 60% of colleagues identified communication skills as a key area for growth,’ Group Head of Talent & Development Hayley Murray explains, ‘so we scheduled lots more sessions.’ The L&D team review the data monthly so they can quickly address learning needs.
Colleagues can use AI capabilities within LinkedIn Learning to help pick suitable training options and their progress is tracked on an ongoing basis, with systems building an up-to-date record of what modules colleagues have completed, as well as more formally assessed through the half-yearly reviews.
Internal feedback (and, where available, external feedback) is also incorporated into the performance process, as an indicator of how well the individual has acquired and applied the new skills. There is also a link with the company reward programme, as development goals support the incentivised performance goals. The aim, Hayley explains, is ‘setting people up to succeed.’
For Hayley and team, this approach also provides greater insight into the effectiveness of the training offer and enables the L&D team to tweak programmes.
The framework is also helping to streamline recruitment and reduce bias. Hiring managers benefit from transparency about what to look for, whether selecting new starters – where the focus may be more on behaviours and values rather than specific retail skills – or considering promotions or lateral moves.