CIPD are passionate about developing their people and highly committed to the learning and development of all their staff. They have an annual cycle of performance and development reviews and action implementation to address any areas of need. Their internal mentoring scheme exists for five years, received very positive feedback and has now been extended to include external mentors. They make available approximately 15 different training programmes to meet the tailored needs of their employees according to their personal development programmes. They have also recently launched an online training tool accessible for all staff which contains all their mandatory programmes in addition to approximately 250 additional online tutorials, case studies and self-assessment tools. They believe the best example of employee development and encouragement to take ownership for personal development is their annual Personal Development Allowance available for all employees. They can spend money on development related to their role or a future aspiration in addition to access to programmes.

At CIPD they firmly believe in the correlation between employee engagement and employee wellbeing. They hold health and wellbeing events twice yearly where they engage with the community and invite local businesses offering complimentary taster sessions for their products and services. This ensures staff have the opportunity to focus on their personal well-being both inside and outside of the workplace. These days are well attended by a cross section of staff as they work hard to provide something for everyone. Alongside this, they also arrange free of charge influenza vaccinations for all staff who wish to have them on site and offer staff eye care vouchers. Another aspect of how they try to enhance the wellbeing of their employees is by offering all staff every day a free lunch. These are freshly made on site and very balanced and varied.

Our Values are Purposeful, Agile, Collaborative, Expert (PACE) and the Senior Management Team role model these by setting clear direction for their teams, meeting regularly with their teams and direct reports, seeking feedback and input on a range of organisational activities including on their own behaviours and being accessible. For example, the senior team meet every month with their direct reports to discuss strategic priorities and get input and then cascade these discussions to the wider business and their commitment to digital developments is led from the top and promotes agility. On a daily basis, senior directors promote a non-hierarchical and friendly culture by interacting with staff at all levels, eating in the staff café, walking around the building to speak to people and participating in online staff chats.