Ed Bedington reports on an ambitious commitment to staff development Tesco staff will be heading back to school as the company steps up plans to build a better business on solid foundations ­ its employees. The chain is currently developing a state-of-the-art academy, featuring a virtual supermarket and equipment which will ultimately train all staff. The multiple has even created the role of a learning director to ensure company training is available to all staff and Kim Birnie, the incumbent, is now the driving force behind a variety of projects, all of which are designed to improve the overall company performance. Although filling a new role may be a daunting prospect, Birnie says it was made easier by the fact Tesco was already carrying out good training work when she arrived. "There were some really good foundations to build on. I didn't want to come in and change everything, I don't think it's necessary. What I've done is to take the best bits and build on them. "I think the training is something that makes Tesco good, we build on what we've got ­ taking our existing knowledge and experience and then adding new skills and elements, but retaining our own style." On a basic level, Birnie's job is to ensure that all staff have access to any information or training they need to help them in their work. "The Tesco Academy is still in development and I can't say too much about it at the moment. But it will provide a good way to bring all our training together." Tesco has also been looking at the training schools of other organisations, such as Motorola and GE, and intends to incorporate elements from most of them. The academy should be up and running some time next year and Birnie is keen to ensure that the stuffy classroom image of learning doesn't prevail. "People have a narrow view of development, or training, because they see it as something obtained in the classroom. The concept I have of training, or learning, is one which is done in many different ways. You learn on the job or you may share information, or your manager may coach you. It all depends on how big a skills gap there is." In a company the size of Tesco, effective training depends on it being accurately tailored to individual needs. To make sure this happens, the company uses what it calls a "360 tool". This involves collecting rounded feedback from the individual and their line managers ­ a line manager may highlight any area that an individual needs to improve and the training should be put in place. Birnie says: "We have decided what we consider is good and we have models that we can measure people against. We can then look at what skills gaps there are and make sure the right training is provided." In addition to the work needed for the academy, the company is halfway through rolling out a new training programme with Birnie at the helm. The programme, with bronze, silver and gold levels, provides training from the very basic through to an employee acquiring specific expertise and must be designed to ensure that employees' skills and job requirements are well matched. Birnie says: "Bronze is made up of basic modules and we can assess how much training each person needs. It may be the case that some people come in and their level of training means they can start on silver, which is more specific." The gold level of training is highly focused, and designed to lead to expertise in specific parts of the business, for example wine or to train a master butcher. The bronze level is already in place, silver is in the process of being rolled out, and gold is under development. Birnie emphasises that the culmination of good development and training provides what's best for the business and for staff. "It's all about helping the individual to improve their own development and at the same time contribute to the success of Tesco. After all, making sure we achieve our business plan is key." {{FEAT. GENERAL }}

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