We recognise the responsibility we have supporting and developing our teams. Our communications are key; both our ability to share information but also to listen to our people in order to continually drive engagement.
Our single people purpose is to engage and enable our teams to deliver a great guest experience, supporting the business on its journey from ‘Good to Great’. Our people strategy is aligned with operating a great pub business and has three core strategic pillars.
We must deliver great guest experiences to all who visit our pubs. The key to this success is the people who work in them; it is therefore critical that we not only attract the very best talent but that we ensure everyone who works for us understands the importance of a consistent guest journey, through mandatory training modules for pubs teams and pub support teams alike.
Closely aligned to our culture and the wellbeing of our people, our reward plan focuses on ensuring that we deliver the basics but also inspire and motivate our people to be the best they can be. Our people are empowered to take the initiative and be engaged in the roles they perform.
We strive to recruit the very best guest obsessed people. Our recruitment campaigns are focused upon attracting people with a passion for hospitality – we only want people who love pubs and want to work for an ambitious guest focused business.
We continually strive for improvement in the development of our teams, seeking to understand how to further enhance the engagement and enablement of our people by continuously listening to feedback and supporting managers to take action.
This year we have run a leadership programme from Executive level down to first line management that embodies the values and behaviours necessary to move the Group from ‘Good to Great’. Our managers have engaged enthusiastically with this programme, allowing us to identify the key attributes that our business has to have to become a great business.
Our internal communications are focused on four key priorities: to inform, to inspire, to engage and enable, and investment in the way that we communicate to facilitate a greater clarity of focus. We are committed to building an inclusive culture where people feel welcome and included for who they are. This inclusiveness applies to all aspects of employment, recruitment, development and termination of employment. How we treat each other, and our guests, should reflect the caring culture and values that define our business. Underpinning all of this is the support we will continue to provide through our weekly communications to all our people sharing hints, tips and content focused on our teammates’ physical, mental and financial wellbeing.
We have made good progress in developing our teams. The changes in internal structures as a result of becoming a pub focused operator, have enabled internal talent to be promoted to senior positions including the PLC Exec. We intend to continue to nurture and develop our internal talent and successors by promoting from within, whilst retaining the right balance of external recruitment. We recognise that we need to get better at how we present and promote ourselves as an exciting, fun and progressive employer and our teams are working on representing us as a great place to work. Our vision is to be an ‘employer of choice’, with a rich and diverse mix of people who reflect the society and communities in which we work and serve.