Most Partners who increase their pay do so by developing their skills within their current job – 'learning agility' is the key.
Invest wisely in future competitive capabilities
New capabilities can provide more opportunities for Partners to progress. Being clear what we need as a business (together with proactive planning and investment) will ensure, where appropriate, that we build the capabilities that differentiate us instead of recruiting externally.
Progress so far
Most Partners increase their pay by developing skills and progressing within their current job. As a business, we are focussing more than ever on progression through learning. Supporting Partners to develop can provide opportunities such as escaping low pay, making meaningful choices about their lives and careers, maintaining their employability (within the Partnership or beyond), and enhancing their potential.
To improve the Partner experience, we are in the process of refining our mandatory training offer, and aim to reduce the time taken to do this by 50%.
Our Partner Development Website
Two years after its launch, our Partner Development website continues to offer a range of training for Partners and managers. New offers in 2015 include Divisional-specific learning such as the 'Stock Management Toolkit' for Waitrose, and 'Love to Sell' for John Lewis Partners. We have also added induction training, and a collection of learning resources for Partners looking to apply for new roles.
Our key strategic focus for 2015 has been introducing the concept of Learning Agility to the Partnership. An agile learner is well equipped to learn from their experiences and apply this knowledge quickly and flexibly. With a large proportion of our Partners having over five years' service, the knowledge and experience our Partners possess is invaluable. Learning helps people find personal meaning and satisfaction in their work and this in turn can enhance personal happiness. In this way, learning agility aligns to Principle 1 and could potentially improve job satisfaction within the Partnership.
Enhancing the Career Journey
Vertical career ladders are becoming less relevant as we increasingly operate in different ways, and as Partners want more choice and flexibility. In the Partnership, Partners can progress within their role, with additions to their role, within function, across functions and to more complex or higher level roles. Progression can also be achieved through different experiences. We are developing guidance to help line managers and Partners understand how to build breadth and depth into their career journeys and progress within the Partnership.