We offer a wide range of learning and development opportunities for our employees.
Our Development Resource Centre (DRC) and Learning and Development (L&D) intranet sites enable our people to take personal ownership for their development. They provide employees with the toolkits, self-report instruments and reading, linked to the development activities which are available to them.
In 2012, we extended our accredited coaching programme to an additional 16 managers, providing an overall coaching pool of 36 coaches across the business. They provided coaching and mentoring to 42 employees in 2011 and we intend to extend this in 2012.
Supporting the development of our managers
In line with our ambitions last year to ensure we have future managers who have the right skills, knowledge and experience, in 2012, we developed a new leadership framework. This makes the range of development opportunities and paths available across the RWE Group transparent. It maps levels within the organisation to appropriate programmes and development solutions, providing both clarity and visibility of the end-to-end development journey for those who want to learn and grow and those who aspire to a senior leadership role. The framework will be launched in 2013.
In 2012, 72 middle managers participated in the Activate programme. Activate helps to develop managerial skills, broaden understanding of our business and build relationships with colleagues across the business by collaborating on real business challenges. These managers also receive one-to-one coaching support throughout the ten-month long programme. For the first time, 50% of this coaching was provided by our internal coaching pool. In 2013, we aim to provide 100% of the Activate coaching using our internal coaches.
Our development programmes are being aligned with the needs of our changing business and to provide a more consistent approach to management development across RWE npower. Our aim is to provide individuals with clarity as to how to improve their management skills and develop themselves for future aspirations, regardless of the business area they work in. This will allow for a greater transfer of capability and skills across the business. Part of this relates to our new leadership framework, but it also includes the introduction of new management programmes to incorporate modern learning and development practices, including blended and accelerated learning and e-learning modules. The first of these new programmes, Positive Performance, was piloted successfully in November 2012 and the intention is to roll this out in 2013.
In addition to the successful pilot of the Positive Performance programme, we began the launch of our new Positive Performance platform, due to go live in early 2013. This will provide greater consistency of process and improved management information on how effectively we are linking organisational and individual objectives in many areas of our business. It will also provide greater autonomy to individuals to manage and track their own performance effectively.