Our people
TRAINING AND DEVELOPMENT
In 2009, Woolworths' learning and development opportunities involved an investment of over $68 million. This spanned core training programs, training for new employees and leadership programs for managers and executives. This commitment is steadfast in the face of changing economic conditions; the 2009 investment represents an increase of almost 9% on the previous year.
Part of this investment has been aimed atextending the reach of critical programs. For example:
- Day-to-Day Management provides core management principles and is targeted at new frontline managers
- Personal Leadership enables employees to develop insights into their behaviour at work and develop their personal effectiveness and resilience.
The program gives participants the opportunity to put into practice changes in behaviour they have learned and to share their achievements with peers.
Management and executive development is key to building leadership capability for the future. A number of programs have been effective in preparing people for more complex future roles.
For example:
- The 12-month Future Leader Program is targeted at managers early in their careers and designed to develop leadership skills to position participants for future promotion. The program places a strong emphasis on personal responsibility, accountability and proactivity. It also covers in-depth business acumen and innovation. Its success is demonstrated by the 50% of participants in the 2009 program who were promoted within 12 months of completing it
- The 18-month E ngaging Leaders Program is targeted at leaders who have the potential to move into executive positions in the future. It places strong emphasis on principle-centered leadership, business acumen, innovation and engagement.
In addition we offer a range of training and development opportunities including skill-based training, job-relief assignments, secondments and formal academic training through our partnership with Macquarie Graduate School of Management (MGSM).
One of our most important priorities remains the development of young Australians' skills. We are proud that our supermarket division has one of the largest groups of apprentices and trainees in Australia.
Our partnership with the Royal Agricultural Society of NSW and the University of Western Sydney has created an Agricultural Scholarship Program for young Australians in horticulture and agriculture.
Compliance training
During 2009 Woolworths had a major focus on compliance policy and behaviour. This involved the launch of our compliance policy and the training package 'Between the Flags'. The package refers to surf lifesaving and the boundaries on beaches in which it is 'safe' to swim. Though we operate in an environment which carries many compliance risks, with clear boundaries, strong support, leadership and guidance, our people can focus on what they do best.
The compliance training focuses on three key principles:
- Am I doing the right thing? (Am I between the flags?) How do I know if I am starting to move outside the flags?
- Do I need to put my hand up and ask for help?
- Do I need to tell someone about this? Who do I need to tell?
Other examples of training that enable employees to operate 'between the flags' include but are not limited to:
- Responsible service of alcohol (RSA) (which we deliver in all states, even those where we are not legislatively required to do so)
- Fire safety training
- Food safety training
- Sale of tobacco training
- Weights and measures training
- Trade practices training.
Over 90%(1) of employees have received training in anti-corruption policies.
In addition to the internal focus, Woolworths uses its training and development capability to support community initiatives. One example is the Northern Territory government's photo identification system, implemented in all licensed liquor stores and public hotel takeaway outlets in Alice Springs. While Woolworths developed training material to support the rollout of this system for the Woolworths Liquor Group, a generic version of the material was provided to the government to support its rollout to other liquor outlets in the region.
Graduate program
The Woolworths Graduate Program offers employees career opportunities during their transition from tertiary studies to full-time employment. Those who have either recently graduated or are in their final year of tertiary studies are eligible to apply.
Since 2005 (Australia excludes ALH and PEL):
- 85 graduates have been recruited
- 39 have completed the program and moved into permanent roles
- 45 are currently participating in programs.
The retention of graduates is particularly high - with over 93% of participants staying with the company.
(1) Excludes ALH and PEL
Macquarie Graduate School of Management
(MGS M)
Woolworths' academic programs through our partnership with MGSM are designed to broaden thinking and expose employees with future management potential to contemporary business thinking beyond the company.
Since 2004 over 400 managers and executives have participated in MGSM programs. In 2009, 163 were enrolled in study programs.
- Since 2004, qualifications have been awarded to 251 participants
- Over 90 per cent of MGSM participants have been retained by the company.
Mentoring and networking
Mentoring is one way our people can actively drive their own development. By partnering with more experienced colleagues, employees can increase their knowledge, develop their skills and support their own career growth.
Mentoring is open to all employees. However, specific initiatives include:
- Cross-divisional mentoring for executives
- Leadership development programs which foster mentoring relationships within their own function or division or across the broader business
- The senior management group's active role in mentoring talent.
To provide additional informal learning opportunities, we continue to run a range of networking activities. These include:
- The Chief Executive Officer (CEO) Network Forum, which provides young leaders with a forum to discuss and debate key business and community issues in an informal setting with the CEO
- Senior management forums.