Regular feedback and meaningful performance and career conversations with managers guide meaningful development. These conversations take place quarterly as part of our annual performance management cycle. In addition, the My Career site on Burberry World provides our people with career-related tools, resources and information to help build a successful career at Burberry.
We base our learning strategy around providing “just-intime” resources to allow people to develop at their moment of need, ensuring our people can quickly and easily find content that will help. We provide tools and resources through our B-Learning site and encourage our people to think creatively about how to solve problems and make things happen.
This ranges from launching Burberry’s “4Cs of Remote Leadership”, which are defined as clarity, communication, collaboration and connections, to publishing an interactive magazine, creating opportunities to share best practice with peers from across the business. In addition, we offer Energy Model workshops to all line managers to help them initiate conversations with their teams about managing energy levels.
The COVID-19 pandemic has accelerated changes in consumer behaviour and historical data is not as reliable as it was for mapping present or near-future retail patterns. Upskilling our people so that they are equipped with cutting-edge data skills is crucial to help futureproof our business. To this end, Burberry was the first British retailer to complete a two-year data upskilling programme alongside Decoded, a firm specialising in data skills training. Our people could enrol in our in-house Data Academy, and take courses in improving their data skills and techniques.