Partner Engagement at John Lewis Leicester
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- Martina Gardner
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1 Partner Engagement at John Lewis Leicester
2 Introductions John Lewis Leicester - Background Our Culture Partner Engagement at John Lewis Leicester New Branch Opening Our Journey Ongoing Partner Engagement Through A Shared Business Approach
3 Background JLP John Lewis, Waitrose, Greenbee Partners 77, sq ft 4 th September % 98%
4 The John Lewis Constitution Not many companies have a written constitution, ours does
5 Summary Of The Key Principles The happiness of Partners through worthwhile and satisfying employment in a successful business (our ultimate purpose) The sharing of profit, knowledge and power Relationships between Partners and the Partnership and its customers, suppliers and the community at large
6 How is Power Shared? The Chairman & The Board JL Board John Lewis Council Partnership Council Leicester Steering Group Branch Forum Waitrose Board Waitrose Council DM & SM Department Forum
7 Branch Forum To be consulted, give input and influence management thinking prior to decisions being made To provide feedback to management on Partnership, Divisional or Branch decisions and the affect on partners To question business performance and challenge the effectiveness of management s decisions To bring forward partners own agenda
8 The Culture and Ethos of the John Lewis Partnership Powered By Our Principles Be Honest Give Respect Recognise Others Show Enterprise Work Together Achieve More
9 New Branch Opening - Our Journey Commitment to town regeneration Building the employer brand in Leicester Recruitment strategy 18,000 applicants 200 assessment centres 4,800 candidates assessed 620 partners employed Development strategy Securing the basics in terms of competence, skills and behaviour
10 Pre Opening Branch Occupation Team Working with contractor re: the physical building of the branch Working with the City Councils Recruitment Induction Fixtures & fittings Preparing the branch for trading
11 Pre Opening - Partner Engagement Highpoint Conference Centre 3 day induction programme Extensive supplier training Culture sessions Leadership development Team building Training by Transfer 1 to 12 weeks in a neighbouring branch Branch Induction 2 weeks Systems & mandatory training Dress rehearsals Team building
12 Challenges We Faced Securing the basics Procedures, skills, competence & service Specialist helpers 250,000 investment in specialist support from neighbouring branches 60 temporary Partners Probationary periods Performance and misconduct issues Three monthly progress reviews Christmas/Clearance
13 New store opening video
14 Post Opening Partner Engagement Securing the business priorities through: Partner Customer Profit
15 7 Partnership Priorities Partner Release partner talent High performing organisation Customer Inspirational assortment Hassle free shopping Earn customers trust Profit Deliver profitable growth Become more efficient
16 Vision of John Lewis Leicester Through Leicester Oneness, we will become the most trusted retailer, where customers love to shop
17 Partner Vision The Partners at John Lewis Leicester think and behave like proud Co-Owners of truly success business that has positioned itself within the local community as an employer of distinction. Partners are passionate, inspired by both our values and the spirit of collaboration. We have created a learning culture that has enabled partners to develop their talent to its full potential. Our future resourcing needs are fulfilled with our ever growing high calibre partner pipeline. Leadership competence within the branch is strong. Our leaders adapt to changing and complex situations in the business, and are committed to developing their successors. Our partners are diverse and we reflect the local market within which we trade. They are rewarded and recognised for their contribution. Forum works proactively to engage partners in driving decision making, change and progress. There is no doubt that all partners working in JLL feel valued, fulfilled and are proud to work for the Partnership. They are joined together by our unique co-ownership model and understand the responsibility that goes with this.
18 Partner 2009/10 Developing and enable outstanding leadership Recognise achievement and reward for what we deliver Resourcing for the future Developing a learning culture to achieve the potential of our partners Talent development (whilst securing the basics) Grow and develop our unique co-ownership point of difference Empowering partners to influence branch and business decisions
19 Customer Vision John Lewis Leicester have created an inspirational multi channel shopping experience, with a dazzling choice of product and outstanding displays. Customers are meeting Partners who are specialists in the complete range. They have a full product knowledge and are engaged with retail theatre, the best in the Partnership. The trust and value of our brand is a living reality and we have more customers coming through the doors that ever before. Partners are totally committed to delivering exceptional customer service on every visit, and because our customers feel at home in the branch they will only shop in John Lewis Leicester. John Lewis Leicester influences all key leaders across the business, and works in partnership with the community developing relationships and reputation.
20 Customer 2009/10 Service: Friendly knowledgeable service you can trust from owners that care Convenience: Saves me time and effort through hassle free shopping Product: Inspiring products that are right for me Price: Surprisingly affordable with prices that are never knowingly undersold Communication: A personality that is accessible and engaging
21 John Lewis Leicester
22 John Lewis Leicester
23 John Lewis Leicester
24 John Lewis Leicester
25 John Lewis Leicester
26 Profit Vision We have a team of flexible Partners who are happy to work across the branch, during hours which reflect the ever changing demands of our customers. JL Leicester is a branch with a team who take responsibility for making decisions which maximise sales and profit. We lead and influence the division in the way we challenge ourselves to find new and innovative ways to deliver operational excellence.
27 Profit 2009/10 Driving Sales Lean and efficient operations
28 Some Fun Stuff! Opening party Christmas lunch Diwali Party Atrium gatherings Bollywood night Bingo night Theatre nights out Football teams Pamper evenings
29 Any Questions?
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