With more than six million people now flying from Bristol Airport every year and flights to more than 120 different destinations, it's a thriving business.
In terms of size, Bristol Airport is North Somerset's largest workplace with nearly 3,000 people employed by 50 different organisations from commercial airlines to Government agencies, such as the Border Force.
The airport itself employs people in a variety of jobs ranging from customer service to engineering. With so much going on, and a programme of transformation soon to start as the business expands further, there is a need for a high-performing team.
In charge of delivering staff development is Head of People and Performance, Debbie Hartshorn. With a very clear view of what was required and a tight timescale, Debbie brought in Gilly Salter and G S Consultancy (GSC) to help the airport plan for the future.
GSC is delivering both Level 1 and Level 2 Management Development Programmes.
Two cohorts started the Level 1 course in September last year which concluded with fantastic presentations given by the groups in the New Year. Another two groups began the programme in January 2018 and there will be more starting later in the year.
The five modules covered were:-
The Level 2 course commenced at the beginning of January 2018 and will conclude early in 2018. The programme covers:
Solicitors Dee & Griffin are building the management skills in their team with the help of G S Consultancy (Management Training) Ltd (GSC).
The firm with offices in Cheltenham, Quedgeley and Hucclecote, offers a range of traditional legal services including conveyancing, wills and probate, fixed fee divorce packages and litigation and dispute resolution.
Dee & Griffin started the training in May 2017 when two cohorts of staff embarked on the Institute of Leadership and Management's (ILM) Level 3 Endorsed Award.
The programme consisted of two workshops focusing on appreciating customer service standards and understanding and developing relationships in the workplace.
Following on from the course, GSC then ran a Line Managers' session which brought the team up to speed on the ILM Level 3 programme so they had a brief outline of what GSC had delivered to their teams. The sessions also covered expert guidance on the company's Appraisal Process and GSC's HR experts provided help to draft new job descriptions.
The next step in the training programme is to lead a 360 Personal Review for Dee & Griffin's three partners making use of GSC's online 360 tool. A series of 1:1 coaching will then follow.
As one of the UK's leading energy companies, you need exceptional leaders who can help the business achieve its aims. G S Consultancy (GSC) is working with the team to provide specific expertise to nurture, mentor and train the organisation's talent.
Leadership courses included class-room based learning, with development of new skills and techniques and practical experience to transform the business's performance. Results show improvement in safety and output as well as a significant reduction in losses.
Key to the success of the programme was the inclusion of 360 degree assessments delivered by GSC so that aspiring leaders could appreciate their strengths and weaknesses through feedback from colleagues, direct reports and managers as well as via self-assessment.
GSC also designed and developed a competency guidebook that brings together the outcomes, behaviours and knowledge required to help managers develop their competence against the company's own internal behavioural statements used in the 360 degree manager skill's evaluation exercise.
The guidebook gives employees the opportunity to spend time thinking about their own leadership skills and review behavioural statements. This has proved particularly helpful where their own perceptions and those of their evaluators are markedly different. Individuals can look at how linked competences could support their wider development and each of the units is broken down into skills, knowledge and behaviour and expected outcomes - what they may be able to do better.
GSC mapped the company's competencies across to linked units of the Management Standard Centre National Occupational Standards. These were developed as a result of research carried out with managers, employers and other stakeholders and is based on extensive and recent research.
"We really enjoy working with GSC because they listen very carefully to what our issues are and what we want to achieve," said a spokesman. "GSC knows our industry well and so understand our business. That means whatever they deliver is fit for purpose and very effective. We've made huge progress with our leadership development and GSC has played an important part in that."
The company is now turning its attention to the leaders of tomorrow; those that will be taking the business forward in 20, 30 and 40 years time. With a focus on safe, reliable energy generation, the company is looking at the support it will need to give individuals so they can become high-performing leaders in the energy generation industry of the future. GSC is working closely with the organisation to help the company to deliver its programmes.
In the competitive market of house building, a strong, highly skilled management team is essential.
At Bovis Homes, the team needs to effectively manage many different procedures, processes and people at once. The variety of tasks, as well as the intensity at busy times, presents many challenges, which means that managers need to be well prepared and confident.
Management training experts G S Consultancy (GSC) know these scenarios well and devised a dedicated programme for the company's South West and Western team involving both training and coaching. The subjects covered included managing a multi-disciplined team, dealing with conflict to gain the best outcomes, listening skills and effective communication.
The course involved the generation of a self-deployment inventory (SDI) to promote self-awareness. The four-module programme also incorporated Bovis's own 360 feedback programme which was re-written for the course to encompass the leadership behaviours to support the business future growth.
"The overall aim was to empower the team through strong management behaviour so that they can take more effective ownership of their own behaviours and their role in helping Bovis achieve its corporate objectives," explained Gilly Salter, Managing Director of GSC.
"It required them to learn how to ask for and accept personal feedback so that they could act positively and be able to change things where necessary."
Hayley Waldron, Group Learning and Development Manager for Bovis Homes said: The training our managers have received so far has had a noticeable impact on how they manage themselves and their teams.
The course delivered for the South West and Western Team is due to be rolled out to its other regions across the business. Meanwhile, the first cohort is moving on to a new five module course and coaching programme which will involve them setting up Action Learning Groups to identify, and then deliver, business improvement opportunities.