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EDF Energy harnesses the power of leadership development Two programs highly rated in latest National Training Awards

EDF Energy harnesses the power of leadership development Two programs highly rated in latest... Purpose – This paper aims to examine two management‐development programs at EDF Energy – the 4Is program for directors and senior and middle managers, and Turning up the Volts, for team managers in the customers' branch retention and acquisition department. Design/methodology/approach – Investigates what gave rise to the training programs, how they were delivered and the results they have achieved. Findings – Reveals that the 4Is program has improved leadership behaviors across the company, measured through “before and after” 360‐degree assessments on impact, involvement, inspiration and integrity. Turning up the Volts, meanwhile, has led to more internal candidates applying for team‐management internal vacancies, an increase in staff satisfaction from 33 percent to 72 percent in six months, a decrease in staff turnover to 11 percent from 17 percent, and a fall in team‐manager turnover to 3 percent from 16 percent. Practical implications – Demonstrates that both programs brought about real culture change and performance improvement. Originality/value – Highlights two leadership‐development programs that have had concrete results. The 4Is program, for example, cost less than £1,000 per person and achieved average savings of more than £3,300 per person, per year. A skills audit revealed that Turning up the Volts helped to bring about a 27.4 percent increase of competence for 12 competencies, after only six months. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

EDF Energy harnesses the power of leadership development Two programs highly rated in latest National Training Awards

Human Resource Management International Digest , Volume 16 (5): 3 – Jul 18, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810888500
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examine two management‐development programs at EDF Energy – the 4Is program for directors and senior and middle managers, and Turning up the Volts, for team managers in the customers' branch retention and acquisition department. Design/methodology/approach – Investigates what gave rise to the training programs, how they were delivered and the results they have achieved. Findings – Reveals that the 4Is program has improved leadership behaviors across the company, measured through “before and after” 360‐degree assessments on impact, involvement, inspiration and integrity. Turning up the Volts, meanwhile, has led to more internal candidates applying for team‐management internal vacancies, an increase in staff satisfaction from 33 percent to 72 percent in six months, a decrease in staff turnover to 11 percent from 17 percent, and a fall in team‐manager turnover to 3 percent from 16 percent. Practical implications – Demonstrates that both programs brought about real culture change and performance improvement. Originality/value – Highlights two leadership‐development programs that have had concrete results. The 4Is program, for example, cost less than £1,000 per person and achieved average savings of more than £3,300 per person, per year. A skills audit revealed that Turning up the Volts helped to bring about a 27.4 percent increase of competence for 12 competencies, after only six months.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 18, 2008

Keywords: Electricity industry; Management development; Organizational performance; Quality awards

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