About Phaidon International

In order to support employee development at all stages of employees’ careers, the company have established a bespoke training programme. “Our training series, entitled ‘Learn to’, consists of four fundamental levels of training; “Learn to Earn” for trainees, “Learn to Leap” for consultants, “Learn to Grow” for Principal Consultants and “Learn to Lead” for Sales Managers. The courses are based on the 70:20:10 model (Michael M. Lombardo and Robert W. Eichinge), which advocates that only 10% of learning takes place in the classroom, 20% through methods such as coaching and mentoring and 70% on the job. This scheme includes: - Mentoring: undertaken by subject matter experts, ensuring all consultants are specialists with their field - 12 week Trainee Training Program: recruitment life cycle best practice - On-going training: suite of bespoke training courses offered dependent on individual ability (assessed through MBRs) - Management Training Program: bespoke structured program, 360 Reviews, Leadership Training, Executive Coaching As part of the company’s commitment to developing their managers they have also partnered with OnTrack International, a Global Training Consultancy to deliver “Train the Trainer” sessions to employees at Senior Management level.

Throughout the company’s portfolio of brands ability, character and loyalty underpin and drive their performance. In order to maintain this culture and ethos the company regularly communicates these values to employees, at all stages of their careers via various media. Prior to and starting employment prospective hires receive “Phaidon at a Glance” Brochure and new hires receive a pack which outlines information about working at Phaidon, including information about the company’s mission, vision and values. On induction, new employees are also shown the Phaidon Story video. This enables employees to be well versed on their purpose, ambition, core principles, culture and ethos even before they start work. During Monthly Business Reviews and assessment for promotions, employees are asked to explain how they regularly demonstrate ability, loyalty and character. Monthly newsletter and quarterly round pp meetings awards and mentions for ability, loyalty, character are announced within the monthly newsletter and quarterly round up meetings held by the CEO. Those who are mentioned are invited to attend lunch club rewards. Senior Management Away Days and AGM to further launch a new Mission statement.

The company strategy is aligned to one of their core values - ability, and their primary guiding principle; superior financial performance. The desired outcomes are to drive superior sustainable financial performance and enhance the retention. Promotion and development of high performing staff who live the company values. The company has a progressive pay scheme benchmarked to ensure they pay median basic salaries for the appropriate grades they offer. From the outset they make it clear that talented sales staffs who are successful will obtain superior earnings, however they will never seek to drive a culture of high basic salary low value performance incentives.