"Our people are what make us and that is why they are central to everything that we do. Our aim is to recruit, develop, engage and retain the best talent to allow us to continue in our mission to save people time and money."
Alex Currie - VP of People and Talent, GoCo Group
£423,000 Total spend on learning and development
c.98% of Group employees and NEDs undertook learning and development in 2019
Ensuring that our people were structured in the right way was of critical importance to us as we moved from a matrix management structure to brand segmented teams. The leadership team spent significant time on organisational design to ensure that each brand was organised in the most effective way and with the best talent in place to manage our ambitious strategy. As part of the organisational design work, new senior roles were created to ensure that appropriate levels of skill and knowledge were in place across core brand areas.
When it comes to learning, we are proud to invest heavily in the development of our people as it directly impacts our business capability. This ranges from soft skills support to bespoke designed programmes focusing on neuroscience and the benefits that can be driven from its use. During 2019 we worked in close collaboration with local higher educational providers to design and develop people development programmes that drive real value to the profit of the Group.
In 2019 we welcomed Look After My Bills to GoCo Group. As was the case with our previous acquisitions, our aim was to integrate its team as quickly as possible but with minimal impact. During the first 90 days following acquisition, terms, benefits and processes were harmonised, allowing us to support the Look After My Bills team with a consistent and structured approach.
We are proud of our culture and know that it takes a certain kind of someone to be a true GoCo’er. Our team are passionate about our mission to save people time and money, and actively seek to agitate the way that things have always been done in the hope of finding new and innovative ways of doing things. We fail fast but learn faster. We believe strongly that no one should feel ashamed of making mistakes so long as we learn from it and put that new-found knowledge to good use.
Our team are guided by our clear sense of purpose driven from our mission and vision.
Our move to a segmented brand-led approach gave us the opportunity to start thinking about how, whilst all brands within the Group have a savings thread that holds them together, each has its own micro-culture and nuances that help guide the way that things are done. Work continues into 2020 on defining these micro-cultures and harnessing the sense of belonging that they bring to our teams.
Having a team that is engaged with our business, its mission, its vision, its customers and their roles is not just best practice, but also makes sound business sense. We spend significant time and resource ensuring that we have engagement from across the Group through structured communication and events.
We actively seek to engage at all levels of the Group through:
- Board and leadership visibility: Our NEDs are regular visitors onsite, holding one-on-one meetings, Group learn sessions and talks. Our Executive Directors and broader leadership team also host regular employee touch-point sessions.
- Regular communication: From offsite strategy days to regular all-hands meetings, communication is key for us in ensuring that our teams remain engaged with what is going on.
- Role design: We invest significant time in role design to ensure our teams feel stretched and challenged in their day-to-day role.