Training: Always learning: Investing in our brilliant people

We are nothing without our people. We employ thousands of people throughout the UK and we believe that by investing in them we are better able to make insurance much easier and better value for our customers. We do this via a variety of different courses, training and learning and development programmes.

Personal Growth Priority

All colleagues must have at least one development objective in their priority plan. They will also have regular performance reviews to help them meet that objective. 

Onboarding & Induction

All employees receive a pre-joining welcome, including online learning and a welcome event face-to-face to connect with the Group, its strategy, products, and people. They also meet a member of Senior Leadership Team.

Apprenticeships

The Group supports apprenticeships and we currently have 285 apprentices in the business, most are new employees but a growing number are existing staff taking qualifications via this route.

Graduate Programme

We currently have around 120 graduates on a three-year programme (both internal colleagues and external new joiners) with time in various roles across the business, as well as opportunities for projects/development/qualifications throughout.

Professional Qualifications

We operate a Group-wide qualification budget to give colleagues the opportunity to study for business-linked qualifications with various institutions across the UK (e.g. CII, IFOA, ACCA etc).

Learning Management System (LMS)

Colleagues have access to our LMS (i-Learn), which gives anytime, anywhere access to 6,000 Group technical learning modules and 1,000 soft skills learning modules (procured from Skillsoft). It also keeps records of learning completed/underway and manages bookings/events.

Policy Learning

Quarterly compliance/regulatory learning to ensure colleagues are up to date on this knowledge.

For People Managers

  • Engage – a high-level 3-day programme to help managers connect with their teams and their purpose.
  • Emerge – a development programme for high potential colleagues.
  • People Manager induction – 7-session programme to enable new managers/team leaders, so they get to grips with their new People Manager role.

Learning from External Suppliers:

Each division has its own budget to pay for external training for their people. This ranges from face-to-face learning, blended learning and online learning for soft skills/business skills learning.

Quantitative Measurement

Having open and honest conversations is an integral part of our culture within DLG.  Its a core requirement in our People Management charter which sets out the DLG way to manage and it’s further reinforced in our Engage training programme where we talk to managers about the importance of ‘radical candour’. We strive to ensure that colleagues right through our business are empowered to openly challenge the way things are done and ‘saying it like it is’ is one of our six company values.  We use DiaLoGue, our internal engagement survey, to quantitively measure how effective we are at having open and honest conversations and we report this to a team level.  Every team in the business where we have had 5 or more responses receive a report which we can also review centrally.  We achieve extremely high response rates to DiaLoGue (typically 88% - 90% of our people take the time to share their views). We produce approx. 950 reports after each DiaLoGue survey.  

Additional training for our frontline colleagues

Technical inductions

Across the divisions for frontline staff we run 8 week inductions that work through the products, tasks, systems and technicalities of the new roles in contact centres.

Connect

A bespoke programme delivered to all customer-facing colleagues to develop empathy and responsibility and accountability when dealing with customers’ demands, needs and complaints/problems.

Connecting through Conduct/Vulnerable Customers

Building on Connect these programmes deal with doing this right according to regulatory constraints and also how to deal with difficult situations and vulnerable customers.

For Senior Leaders

Strategic leadership development programme

The ExCo and 12 of their most senior direct reports attend workshops led by the executive consultancy and leadership firm Merryck to further develop our strategy, narrative and leadership capability

Strategic Leadership Team

The Top 80 leaders in the Group meet regularly through the year, including participating in a 1-day workshop reviewing 2018 successes, looking forward to the agenda for 2019, and the part they need to play in delivery of transformation.

Leadership Benchmark for development

1-to-1 meetings with top 10 leaders: check in on development progress and 2019 personal development planning for the remaining 40 participants (using individual 360 reports).

Talent review

The performance of the most senior grades in the company are reviewed by the ExCo who agree performance and potential ratings, 2019 talent priorities, development actions for our top talent, and the broad agenda for 2019 talent reviews.  

Learning from External Suppliers:

Each division has its own budget to pay for external training for their people. This ranges from face-to-face learning, blended learning and online learning for soft skills/business skills learning.

Additional training for our frontline colleagues

Technical inductions

Across the divisions for frontline staff we run 8 week inductions that work through the products, tasks, systems and technicalities of the new roles in contact centres.

Connect

A bespoke programme delivered to all customer-facing colleagues to develop empathy and responsibility and accountability when dealing with customers’ demands, needs and complaints/problems.

Connecting through Conduct/Vulnerable Customers

Building on Connect these programmes deal with doing this right according to regulatory constraints and also how to deal with difficult situations and vulnerable customers.

 

For Senior Leaders

Strategic leadership development programme

The ExCo and 12 of their most senior direct reports attend workshops led by the executive consultancy and leadership firm Merryck to further develop our strategy, narrative and leadership capability

Strategic Leadership Team

The Top 80 leaders in the Group meet regularly through the year, including participating in a 1-day workshop reviewing 2018 successes, looking forward to the agenda for 2019, and the part they need to play in delivery of transformation.

Leadership Benchmark for development

1-to-1 meetings with top 10 leaders: check in on development progress and 2019 personal development planning for the remaining 40 participants (using individual 360 reports).

Talent review

The performance of the most senior grades in the company are reviewed by the ExCo who agree performance and potential ratings, 2019 talent priorities, development actions for our top talent, and the broad agenda for 2019 talent reviews.

Learning from External Suppliers:

Each division has its own budget to pay for external training for their people. This ranges from face-to-face learning, blended learning and online learning for soft skills/business skills learning.

Additional training for our frontline colleagues

Technical inductions

Across the divisions for frontline staff we run 8 week inductions that work through the products, tasks, systems and technicalities of the new roles in contact centres.

Connect

A bespoke programme delivered to all customer-facing colleagues to develop empathy and responsibility and accountability when dealing with customers’ demands, needs and complaints/problems.

Connecting through Conduct/Vulnerable Customers

Building on Connect these programmes deal with doing this right according to regulatory constraints and also how to deal with difficult situations and vulnerable customers.

 

For Senior Leaders

Strategic leadership development programme

The ExCo and 12 of their most senior direct reports attend workshops led by the executive consultancy and leadership firm Merryck to further develop our strategy, narrative and leadership capability

Strategic Leadership Team

The Top 80 leaders in the Group meet regularly through the year, including participating in a 1-day workshop reviewing 2018 successes, looking forward to the agenda for 2019, and the part they need to play in delivery of transformation.

Leadership Benchmark for development

1-to-1 meetings with top 10 leaders: check in on development progress and 2019 personal development planning for the remaining 40 participants (using individual 360 reports).

Talent review

The performance of the most senior grades in the company are reviewed by the ExCo who agree performance and potential ratings, 2019 talent priorities, development actions for our top talent, and the broad agenda for 2019 talent reviews.