Our client currently employs 200 people across multiple centres. The leadership team recognised the rapid changes faced by the sector and spotted a gap between the big picture challenges and their people’s ability to adapt to and lead rapid change.
In order to close the gap, they needed learning & development that challenged and enhanced their culture, gave managers and top talent the confidence to deal with change and make tough decisions when required.
People managers and top talent developed resilience skills proven to influence mental, social and emotional health in themselves and others, complemented with:
- Profiling focusing on how individuals and the organisation navigated change in their heads.
- Facilitator-led input, group and individual-based exercises in workshops
- Live application, social learning and digital support for twelve months.
The impact was measured with existing organisational feedback tools
And saw a dramatic impact across the business
“I liked the way these guys talked the language of business.
Their backgrounds shone through from the start and they were commercial, knowledgeable and outcome-focused. We were investing in going from good to great so it was essential to both the board and me that any investment was measurable and was visible in our regular and established engagement surveys. They delivered.”
Shaun Findlay Managing Director
” In all of our work, we know that it’s not just the resilience skills we develop that adds value. Returns on investment have to makes sense around the board table, to sponsors and decision-makers. Real numbers, backing up the many success stories add tremendous value to the Learning and Development and Internal Communication teams.
If you are investing in the resilience and wellbeing of your people, whilst you lead rapid change, then both the people and the business benefit should be clear. To everyone.”
David Ogilvie – CEO Resilience Development Co.