Case Study:

Guernsey Electricity

 

Guernsey Electricity has previously adopted a more reactive stance to learning & development, which has led to an inconsistent approach to employee development. The primary focus has also been on meeting training compliance needs rather than encouraging employee development through leadership or professional skills training e.g in 2014/2015 56% of spend was on compliance training, 36% on professional development and only 8% on leadership development.

With an aging infrastructure, a volatile energy sector with fluctuating prices and increased competition Guernsey Electricity needed to re align itself as an agile organisation to not only respond to these opportunities and challenges but to get ahead of the curve in leading and shaping the future.


Project overview

Energise ‘Developing Excellence in Leadership’ is one of the key initiatives to lead the transformational change agenda across the organisation.

The leadership programme was designed around three levels: Professional leadership – for leaders of business; Team leadership – for leaders of people; Executive leadership – for leaders of leaders.

The programme started with the Executive Leadership Team to create consistency and alignment and was driven by the philosophy that if the Executive team are demonstrating role model behaviours then they set the standard for the rest of the organisation.

A blended solution, aligning to the 70/20/10 principles, to be delivered over a 3 year period was implemented. With the programme objectives including:

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