’ and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job’, 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView’, was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView’ to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development’.
In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development’ roll out with a focus on personal and career development. This involved developing a brand, ‘