TRAINING STANDARDS COUNCIL

INSPECTION REPORT JULY 1998

James Beattie PLC INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

SUMMARY

James Beattie PLC provides outstanding provision for trainees in retail and business administration in five of its nine stores. Training is well planned and well delivered. The company has a high proportion of assessors carrying out continuous and fair assessment. Trainees are confident, motivated, enthusiastic and clearly focused on providing excellent customer service. Achievement is high, with most trainees achieving both a qualification and a job, many within the company. The support for trainees is comprehensive and works throughout the programme. Training is well managed, and there is good quality assurance with a consistent standard across all five stores. Equal opportunities data are regularly monitored and analysed, but the proportion of trainees from minority ethnic groups is low, in spite of efforts to attract them.

GRADES

OCCUPATIONAL AREAS GRADE GENERIC AREAS GRADE

Retailing & customer service 1 Equal opportunities 2 Trainee support 1 Management of training 1 Quality assurance 1

KEY STRENGTHS

¨ effective training and assessment ¨ large number of assessors ¨ high achievement, retention and employment rates ¨ comprehensive trainee support ¨ off-the-job residential course ¨ well-managed training ¨ strong management team ¨ good communication ¨ comprehensive evaluation ¨ good record-keeping ¨ consistent quality

KEY WEAKNESSES

¨ attempts to recruit trainees from minority ethnic groups have largely failed

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

INTRODUCTION

1. James Beattie PLC, founded in 1877 in , is a retailer with nine department stores across the country. Five stores were inspected: Wolverhampton, Birkenhead, , and . They offer youth training and have contracts with & Solihull, Dudley, and Merseyside Training and Enterprise Councils (TECs) and Wolverhampton Chamber of Commerce, Training and Enterprise. The company has been involved in training young people and retail management training for over sixty years. At the time of inspection, there were 56 trainees on the youth training programme. Training is provided on the job and at local colleges in Dudley and Birkenhead, with additional in-house training and assessment. Trainees have six-month placements in a variety of departments. A significant feature of the youth training programme is a week’s residential outdoor development course. Eighty-seven per cent of trainees who complete their training gain employment in Beatties or other retailers. Trainees have the opportunity to become management trainees. Many of the current managers in Beatties started as youth trainees. Beatties has a strong training culture and is particularly committed to developing young people through government-funded training programmes and links with local schools and community initiatives. The company has a low staff turnover and absenteeism. There are 1,497 staff in the five stores inspected. Most staff, known as members, have long service within the company. In these same five stores, the percentage of staff from minority ethnic groups is 4.5 per cent. In March 1998, the company was awarded Retail Week Retail Employer of the Year Award in recognition of its company-wide training.

2. Unemployment in the West , at 6.9 per cent, is higher than the national average of 5.1 per cent. Traditional manufacturing industries have declined by 30 per cent, and service sector jobs have increased from 49 per cent of the workforce to 68 per cent, of which 18 per cent work in retail. Beatties’ stores are located in main towns and cities within expanding shopping centres.

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

INSPECTION FINDINGS

3. Beatties produced its self-assessment report in May 1998. The company used a small working party consisting of a representative from each store and involving trainees, managers and staff. The company used direct observations, documentary evidence, and formal and informal feedback to identify strengths and weaknesses. The report was comprehensive, professionally produced and accurate. The self- assessment process raised awareness of good practice activities at each store and has already led to improvements taking place.

4. A team of three inspectors spent a total of 12 days at Beatties. Eighty-one people were interviewed, including 44 trainees, at the five stores involved in youth training. Portfolios and documents were reviewed. Training and assessment were observed and graded as follows:

Grades awarded to instruction sessions

GRADE 1 GRADE 2 GRADE 3 GRADE 4 GRADE 5 TOTAL

Retailing & customer service 3 3

Total 0 3 0 0 0 3

OCCUPATIONAL AREAS

Retailing & customer service Grade 1

5. The company had 56 trainees at the time of inspection, including five trainees working towards business administration national vocational qualifications (NVQ) level 2. Most trainees are working towards the retail operations NVQ at level 2. At the Birkenhead store, NVQ level 3 has been piloted. All young people who apply for training are interviewed. Trainees are placed in a department and receive on-the-job training from their department manager (who is also their work-based assessor), other department staff, their mentor and the youth co-ordinator. Off-the-job training includes workshops with the youth co-ordinator, a residential outdoor course, sessions from Beatties’ in-house training programme and employment opportunities training. At the Dudley and Birkenhead stores, employment training takes place at a local college. Trainees have the opportunity to move among departments during their training, covering a minimum of four departments. Continuous assessment takes place on the job. Trainees are encouraged to apply for jobs within the store. The self-assessment report identified several strengths and weaknesses. The inspectors identified additional strengths and no weaknesses. The grade awarded by the inspectors was higher than that proposed by the company.

STRENGTHS ¨ effective training programme, well planned and delivered

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

¨ a rich mix of training and learning opportunities ¨ high ratio of assessors to trainees ¨ well-trained assessors ¨ trainees evaluate assessment process ¨ company culture of training and assessment ¨ positive feedback from trainees ¨ high achievement levels

WEAKNESSES ¨ no significant weaknesses

GOOD PRACTICE 6. The training programme has a clear structure, with monthly modules studied over All trainees take part in a a two-year period. Each module has on- and off-the-job training, with group week-long outdoor residential development sessions provided by the company. There is continuous assessment on the job. programme provided by a Achievement levels are high, with 100 per cent of trainees who remain in training specialist youth achieving NVQ level 2, and 87 per cent of trainees get jobs. The programme drop- development organisation. The out rate is 8 per cent. Training is relevant, integrated into the job and fully supported objectives are set out in a by the senior management team. There are high-quality and generous resources. pre-course guidance Trainees are included in the recognition and rewards culture of the company. They booklet which trainees receive presentations, gift vouchers and their achievements are promoted in the and trainers work on in the six weeks before the company. course. Trainees are encouraged to take 7. Training is well delivered by experienced and qualified staff. There are 53 responsibility for their own learning by making a assessors, spread throughout the five stores, who are well trained and receive regular presentation, on return to refresher training. The internal verification process is well managed. Internal their stores, to their verification is integrated with training and assessment. In the Dudley store, the managers. Trainees assessment process is reviewed every 16 weeks by focusing on the trainees’ return from the course well motivated, confident progress. In the Birkenhead store, the internal verifier is a department manager who in their abilities and more is fully involved in reviewing the programme and in planning on- and off-the-job able to work as a team. training. Trainees were able to express how they felt the changes had benefitted 8. The off-the-job programme is planned and delivered well, with clear links to the them and helped them in NVQ requirements and the needs of the stores. Trainees are involved in the their work. company’s customer service and telephone techniques training programmes. Additional training includes first aid, employability training and a residential outdoor personal development course. Trainees clearly understand their training and assessment programme. Records are comprehensive and well maintained. Key skills are not yet integrated into the training programme.

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

9. Evaluation of training takes place after each off-the-job training session, and there is an effective system of interviews for leavers, detailing career opportunities. Mentors check trainees’ off-the-job learning, complete an induction checklist and feed back to department managers and the youth co-ordinator. Trainees are asked to evaluate the assessment process and their assessors’ performance.

10. The recruitment process is open and promoted to trainees. Employed trainees are regarded as ‘members’, along with all employees, and are entitled to staff benefits. Where appropriate, trainees are also encouraged and assisted in finding opportunities outside the company. The company has an internal management development programme which trainees can apply to join once they are eighteen.

GENERIC AREAS

Equal opportunities Grade 2

11. The company has a comprehensive policy which has been written in discussion with the employees’ store councils. The personnel director produces a yearly report, for the board, on equal opportunities, the results of which are used to inform updates of the policy. The policy is promoted to all staff and trainees through inclusion in the staff handbook. Equal opportunities are an agenda item at management meetings. During inspection, there were 20 men and 36 women on the programme. Two trainees had physical disabilities and one was from a minority ethnic community. The company’s self-assessment report gave an accurate reflection of this aspect. The grade awarded is the same as that proposed by the company.

STRENGTHS ¨ active promotion of the policy ¨ good awareness of equal opportunities issues ¨ trainees are well informed ¨ fair, rigorous and reliable assessment

WEAKNESSES ¨ equality of opportunity for achievement not evaluated ¨ unsuccessful attempts to recruit more minority ethnic community trainees

12. The company emphasises, within its equal opportunities policy, its objective to achieve a balance of trainees and employees, corresponding closely with the mix of ethnic minorities in each store location. This is promoted widely through strong links with schools, careers services and minority ethnic community groups. The company has worked closely with the race equality employment adviser from the local DfEE advisory service, in training staff and identifying strategies for further promotion. Promotion has resulted in an increase of employees from ethnic minority

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

communities from fifty to sixty-six in the last year. The company’s publicity and promotional material show a good representation of trainees by age, gender and ethnicity. Staff show awareness of, and subscribe to, the company policies. Trainees understand their rights to, and responsibilities for, equality of opportunity. Application and recruitment statistics are rigorously monitored and the results used to further inform strategies.

13. Trainees clearly understand the appeal and grievance procedure and how to seek support in the company. Trainees across all stores have the same opportunities for assessment and employment. Trainees have control of their assessment schedule and show confidence and involvement in their training plans. They have frequent opportunities to comment on, and influence, their experiences.

14. The company has not achieved its planned increase in the number of trainees from ethnic minority communities. The company does not analyse trainees’ achievement by gender, ethnicity or disability.

Trainee support Grade 1

15. The company offers a wide range of support to trainees at all stages of the programme. They receive initial assessment of basic skills and prior learning, induction, on- and off-the-job training and continuous assessment. Mentors support the induction and early placement experience. Regular reviews of training take place, and individual trainees’ needs are identified and met on an ongoing basis. Trainees are seen by, and have regular access to, the personnel managers and training co-ordinators in each store. Programme review team meetings are regularly held, involving trainees, staff and external agencies. Trainees are rewarded for both training and job success, through a company recognition scheme. Trainees have an interview, when they finish their training programme, with company personnel. Trainees have daily contact with department and training staff. The grade awarded by inspectors is higher than that proposed by the company in its self-assessment report.

STRENGTHS ¨ effective support throughout training ¨ thorough recruitment, induction and initial assessment ¨ regular and frequent reviews on the job ¨ regular contact with personnel and training staff ¨ wide range of staff involved in training programme ¨ effective mentors ¨ good-quality job-search and exit support

WEAKNESSES ¨ no significant weaknesses identified

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

16. There is a high level of support offered to all trainees throughout the training programme in all stores. Trainees with disabilities or additional needs are well supported by staff and other trainees. Staff are strongly committed to helping trainees to achieve. On-the-job training provides opportunities for continuous assessment. Trainees receive support on a day-to-day basis through the regular and extensive contact which they have with personnel staff, training staff, department managers and other employees. New trainees have a mentor to help to introduce them to the department and support them in their job role. Staff see trainees as a priority for support and guidance and as being of great value to the company. The programme is well planned and demonstrates good integration between on- and off- the-job training. There is a consistently high standard of support across all five stores. Arrangements were in place for good-quality careers information at the end of training. Employment preparation and job-search training take place in the stores and, for two stores, at local colleges. Personnel staff support trainees in external job applications where appropriate.

Management of training Grade 1

17. The company has a group personnel and training department, based in the Wolverhampton head office, which establishes training policy, supports stores, and is led by the group personnel director. The group controller for training and development acts as a central contact with the awarding bodies. Each store has a full-time personnel manager and a part-time youth-training co-ordinator. The Wolverhampton store has a full-time training manager. Each store has an individual contract with its local TEC or Chamber, which is monitored regularly. Most training is delivered by the company’s own staff, with the exception of the outdoor personal development residential programme and employment opportunities training. Management information is maintained on recruitment, achievement, retention, employment and equal opportunities. Staff have annual job reviews. The self- assessment report identified strengths which were validated by the inspectors and one weakness which inspectors did not support. The grade awarded is higher than that proposed by the company.

STRENGTHS ¨ well-managed training ¨ good communications ¨ effective management information ¨ effective policies and procedures ¨ strong training culture ¨ good planning for initiatives ¨ job reviews linked to business objectives ¨ strong management team

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

WEAKNESSES ¨ no significant weaknesses identified

18. The management team has clear job descriptions which identify training responsibilities. There is a good annual appraisal and staff development system. There is an annual strategic review of youth training, where the business case for maintaining the programme is made. Staff have good relationships with TECs, Chamber, the careers service, schools, colleges and the community. Trainees and staff understand how the training is planned, delivered and assessed. The company has a subcontractors’ agreement which clearly explains requirements for any off- the-job training, such as the outdoor personal development course. The members of the management team work well together. The training team has begun work on integrating key skills into retail training and preparing for national traineeships.

Quality assurance Grade 1

19. Quality assurance arrangements are laid down in the company’s procedure manual and implemented by all staff. Personnel managers take responsibility for monitoring quality assurance within each store. Each store holds a copy of all manuals. Feedback from trainees is collected and used to inform improvement plans. Trainees are represented on the employees’ store councils. The Wolverhampton store holds ISO 9002; the Solihull store is recognised as an Investor in People. Self- assessment has raised awareness of good practice and led to the formation of working groups across stores. Within its self-assessment report, the company identified some strengths which inspectors judged to be standard practice. The report identified weaknesses which inspectors judged as mostly action points for development. The grade awarded is higher than that proposed in the self-assessment report.

STRENGTHS ¨ comprehensive evaluation systems ¨ well-maintained trainee records ¨ accurate identification of areas for improvement ¨ few weaknesses throughout the programme

WEAKNESSES ¨ no continuity of internal verification at one store, due to staff turnover

20. Responsibility for quality assurance lies clearly at the top of the organisation and is shared by staff and trainees. Quality assurance arrangements are secure, but not restrictive. Staff are encouraged to review their local training contract and share ideas for improvement and good practice at regular staff meetings. The personnel

ÓTraining Standards Council INSPECTION REPORT: JAMES BEATTIE PLC JULY 1998

director meets the stores’ managers regularly. Trainee records are thorough, and files are complete and well maintained. Regular meetings among assessors, youth training co-ordinators, personnel managers, TECs and Chamber staff, ensure that the youth training programme is reviewed weekly and monthly. Meetings have agendas and minutes. The company has a well-designed training policy which all staff implement. Review and evaluation take place at all levels within the organisation. Quality assurance policy and procedures meet the requirements of TECs and Chamber. Awarding body requirements are met, and external verification reports highlight good practice. Each personnel manager conducts effective monitoring of contract compliance and targets. The subcontracted provision for the personal development course and the employment preparation is reviewed at the end of each year’s course.

21. Although internal verification procedures are sound, the company has identified that not all assessors have the opportunity to meet regularly as a team within stores and that not all internal verifiers have the opportunity to meet across stores. At one store, there has been a short gap in the continuity of internal verification, owing to staff changes while the new verifier is being trained. In another store, the internal verifier has reviewed procedures to avoid a possible conflict of interest arising from assessing, as well as verifying. The company has identified and implemented ways to share good practice among stores.

ÓTraining Standards Council