Marks and Spencer 2015 Annual Report Download - page 33

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GOVERNANCEFINANCIAL STATEMENTS
31
ANNUAL REPORT AND FINANCIAL STATEMENTS 2015
OUR PERFORMANCE OUR BUSINESS
PEOPLE
OVERVIEW
This year we made a number of changes to
the way we do things to ensure that M&S is a
collaborative and innovative place to work.
FIT FOR THE FUTURE R
From the boardroom to the salesfloor,
every one of our 83,000 employees has a
direct stake in our future. So this year we
undertook a Company-wide employee
engagement programme. ‘Fit for the Future’
was designed to ensure that we are in the
best shape to face the challenges and
opportunities of a fast-changing retail
landscape with an environment and
culture that encourages innovation.
As a result of the programme, we improved
organisational e ciency and simplified
our decision-making processes. We also
introduced a raft of measures to encourage
entrepreneurialism and a more digital
mindset. Taken together, these initiatives
spread a sense of ownership throughout
M&S. Our people are now equipped to
challenge behaviour that slows us down
and champion ideas that will inspire
our customers.
THE POWER OF 92
An informed workforce is a motivated
workforce. L ast sum mer we directly
engaged with the greatest influencers on
our store sta : our 3,500 Section Managers.
These people manage 92% of our salesfloor
colleagues, and our ‘The Power of 92’
engagement programme saw us hold
one-day events in locations across the UK
including Wembley Stadium. The events were
designed to inspire these front line managers
and better inform them about why M&S takes
the decisions it does. After all, their leadership
directly impacts our customers’ experiences
of M&S.
ENGAGEMENT AND EFFICIENCY
Considerable internal change meant that
our ‘Your Say’ survey showed a slight fall in
employee engagement levels this year.
However we were pleased it remained high
at 77%. Our ‘Your Manager’ score rose by 4%
to 83%, demonstrating the commitment
of our managers in driving a high
performance culture.
We implemented numerous new operational
systems over the year. Our Resource
Planning System increased our e ectiveness
when it c am e to establ ishing colleagues’
work patterns. And our centralised payroll,
time and attendance system, which has now
been in place over a year, won Personnel
Today’s Managing Change Award, one of the
numerous accolades we received this year.
TALENT AND TRAINING
M&S is a very di erent business to the one
it was five years ago. In that time we have
upskilled our teams in areas such as digital,
international, logistics and design to ensure
we have the right capabilities to compete.
Training remains key. Our new Customer
Assistant Induction programme replaced a
workshop-heavy induction process with a
largely salesfloor-driven one. In the third
quarter alone, 15,000 colleagues took part in
the new programme. This resulted in our new
starters becoming operationally e ective
40% faster than previously. Technology is
a great enabler when it comes to training.
Around 6,000 employees completed our
app-based The M&S Way training module
about in-store presentation.
PLAN A A
In 2014 we celebrated a d ec ade of our
Marks & Start employability scheme. Along
with our Make Your Mark youth scheme, we
have hel ped over 13,60 0 people who face
significant barriers to employment take
their first steps into the job market. We plan
to provide opportunities to another 4,400
people by 2016.
We have a duty of c are fo r people al l through
our supply chain. We sur veyed over 10 0,0 0 0
workers via text message in countries
including China, India and Bangladesh.
Their feedback on issues such as workplace
health and safet y helped us to align our
strategies with their needs.
Our people continue to be the most important part
of our company – they drive the high performance culture
that is vital for our future success and embrace the values
that make M&S di erent.
83,069
AVERAGE NUMBER
OF EMPLOYEES
77%
EMPLOYEE ENGAGEMENT
SCORE
1.5
TRAINING AND
DEVELOPMENT DAYS
OPERATING PERFORMANCE
1. 2.
1. We introduced a new uniform
design for our store colleagues this
year, which refl ects the modern
look and feel of the new M&S
branding. It is already in our top 70
stores and is being rolled out to all
stores by January 2016.
2. 2,000 of our International sta took
par t in Beyon d th e Ba rcod e, an
app-based training module about
our in-store service standards.
3. A Since 2010, we’ve provided
training to over 652,000 workers
in our GM supply chain, improving
knowledge and skills in areas like
health and nutrition, fi nancial
management, sanitation, childcare,
education and community
leadership.
PER CUSTOMER ASSISTANT
3.