The Chief Executive of a large housing association was concerned that performance levels were below par and key staff were leaving the organisation. I worked with the Executive Team and directors to identify the causes – primarily the lack of a coherent approach to employee development – and to clarify their aspirations and what would be required.
Having identified the problem, I developed a framework which placed development at the heart of the association. The framework addressed the need for greater management and technical knowhow and the need for more focussed customer service understanding. The framework was designed to deliver a fair and transparent learning culture that developed competencies attributed to the success of the organisation and that was linked to the association’s values.
I was tasked with ensuring the framework was embedded and acted upon. I commissioned new leadership and customer service programmes. My communications plan included notepads on desks and computer screen savers. I worked closely with managers to enhance existing learning systems and introduced new e-learning by sourcing external providers. I coached the learning team to develop the new learning policy and to achieve Investors in People accreditation.