John Stuart Return on Investment 21 st April 2006

Case Study Retail Fashion Company  Owner Managed  265 Stores  £150m Turnover  Flat Structure  New Management Team

Strategic Assessment  Retail Division under performing  Key measures  Business understanding  Setting targets  Establishing KPI’s  Reflect business targets  Organisational audit

Organisational Audit  Change Management principles  Top down  More than training  Business change  Assessment Centre  Behavioural Map  Skills Map  Personal Development Plans  Reflect business targets

Learning and Development Plan  Educational processes  Build skill bases  Change behaviours  Improve personal impact on the business  Project based Programme  Profit centred  Closely tailored to P.D.P.’s  Measurable  Mapped into Qualifications

Measurement  Base line information  Clear objectives  Linked to KPIs  Link to PDPs  Use existing business measurement where possible  Build measures into projects  Control Groups

Accreditation  External Framework  Credibility  Personal reward  Measure progression  Incentive for change

Outcomes  £750,000 turnover increase  Improved staff retention 5%  Improved succession planning  Project resulted in a new chain of 50 stores  Programme rolled out nationwide  Business became its own accredited NVQ centre generating additional funds for training  Business recognised with 3 Training Awards

Questions