Coutts on cultivating strategic mindsets through L&D
Claire Foy, Coutts' executive director and head of learning and professional development, outlines how the firm has implemented an innovative, award-winning L&D programme
To continue reading HRD Connect content we ask that you register your details or login using your email if you are already a subscriber or member of the HRD Connect community. There is no charge to register.
Member benefits:
Stay connected below, or sign in if you’re already a member.
Claire Foy, Coutts' executive director and head of learning and professional development, outlines how the firm has implemented an innovative, award-winning L&D programme
Think of ‘learning and development’ and what springs to mind? It’ll be undertakings like upskilling and reskilling, gaining a qualification and shadowing colleagues.
However, what if organisational leaders are able to shape their teams’ approach to working, emphasising the importance of leadership, collaboration, and flexibility? This is the approach taken by Coutts, one of the world’s oldest and most prestigious banks.
According to Claire Foy, Coutts’ executive director and head of learning and professional development (the most senior HR role at the firm), the company’s previous learning and development programme was excessively focussed on ‘managing people’ and resulting in siloed team members.
With the backing of the bank’s CEO, Foy set out to to implement an innovative and comprehensive programme which would encompass the company’s values and result in more strategic thinking among teams.
The results are promising; staff engagement is up 23% and in September, the firm was recognised with an award at The Princess Royal Training Awards.
To learn more, including how the programme was successfully implemented, Foy shares her thoughts on the newest episode of the HRD Live Podcast.
Please note that as this was a live recording, the audio quality may fluctuate slightly from time to time. Listen to the podcast to discover senior-level insights:
0.50 ‐ Why the bank’s old model of learning and development needed to change
2.15 ‐ Reviewing outcomes to accurately measure the programme’s progress
4.11 ‐ The benefits of a more ‘collaborative approach’ at the firm
6.38 ‐ Encouraging diverse perspectives and critical thinking
7.34 ‐ Endeavouring to get rid of presenteeism in workplace culture
8.40 ‐ Taking a considered, ‘slow and steady’ approach to hybrid working