Learning Culture at FIS Global
Career progression is now at the heart of this organisation’s culture, with a passion to drive learning and development. A playbook of next steps is embedded into their operating model, with metrics and review points, putting colleagues at the centre of their strategy for customer service.

At Loop (part of Yorkshire Water) the role of the Development Centre team has been pivotal in a transformation of recruitment and induction, from formal training to daily interactions, as part of the wider Learn-Grow-Transform programme. Where once team leaders were focussed on managing leavers and new starters, now a new approach to coaching is being pioneered, starting with critical areas like the complaints team. With COVID, much of this is now delivered virtually, some of which will be part of the new learning model going forwards.

At Capita, transformation for clients in life or pensions services is being made possible by a common operational excellence framework that charts a transformation journey of maturity for back office and end-to-end process operations. The award-winning, central planning team works across multiple sites 
and clients, in both front and back-office work. This Service Modernisation builds planning and operational maturity, in a consistent and deliverable manner.

At Three Ireland (Team of the Year 2021) automation is also the first policy for all reporting, and they focus on how to remove blind spots (turning unknowns into knowns). Work requests are prioritised through the clear use of problem statements and a full reporting audit is undertaken every three months.