Our awards from external agencies, for our commitment towards our staff, are testament to this; as well as our ‘Grade 2’accreditation in Leadership and Management, from Ofsted.
Our most valued critics are our employees, and we regularly seek feedback from them to maintain a comfortable and productive working environment.
As important as it is for our team members to continuously learn and develop, we also encourage them to have a self-fulfilling and well-balanced career.
Training & Development
Matrix 2016 – “Much emphasis is placed on developing staff within the organisation”
Put simply, Pathway Group’s growing success is down to the talent, dedication, and resilience of our team members. We believe that our people are our brand; and ultimately, our most valuable asset. This is why we work hard to ensure that they have ample support, training, and progression opportunities, to be the best they can be.
We have created a distinctive ‘work culture’, that is proactively supportive of employee well-being and career development.
In working with us, our staff can take advantage of both internal and external training opportunities, and gain accredited qualifications and experience.
In a nutshell, they’re able to change their career path if they want to, without having to change their employer.
In the year 2016, aside from our internal training, we had:
5 staff members studying towards Management Qualifications between Levels 5 -7.
6 staff members studying towards a Level 5 Teaching Qualification
2 staff members studying towards Level 3 Assessing Qualifications
In addition to this, some of our staff members have been studying to gain qualifications in IAG, Team Leading and Customer Service, Business Administration, First Aid, and Fire Safety.
Training & Development
“Team members who have recently joined Pathway Group, described how they were introduced to the organisation, our policies and procedures, and their specific job roles.
Mentioning both the professional backing and support from colleagues and team leaders, they explained it as being a ‘supportive process’, which helped them become proficient in their role.” – Investors in People 2016
At the risk of seeming biased, we believe the members of #TeamPathway are the best.
As well as being well-trained and knowledgeable in their respective job roles, they have each proved that they are passionate, dedicated, and the ‘right fit’, during the recruitment process. This ensures that they are happy to take on new responsibilities, and above all- can provide a warm and supportive welcome to new members of staff.
Our employees are known to say that they feel like they’re part of the ‘Pathway Family’; and this is exactly the culture we are proud of. All our managers have an open-door policy and we regularly host company wide events each quarter, to bring the entire team together over good food, company updates, and staff awards.
A strong collaborative culture that is encouraging and nurturing at every level. This stimulates excellent employee engagement and commitment to excellence.
The use of a distributed leadership structure and roles that facilitate the devolvement of the accountability for high performance to functional managers. This helps to reduce the reliance on the directors for operational activities.
A well-established understanding of the components of motivation through merit-based distribution of remuneration/rewards.
Extremely well understood vision, values and how this relates to individuals, their behaviours and the work they do.
Increased use of centralised recording (data capture and reporting) system that lends itself to the generation and use of HR metrics, especially regarding workforce stability, absence statistics, productivity/efficiency, remuneration packages and employee engagement.
Tried and tested resource planning systems relating to cost and time efficiency, culminating in increased capacity with limited workforce growth.
Good understanding of the marketplace for the company’s capabilities, its developing strengths and weaknesses, leading to the development of a business diversification strategy for growth and resilience.
The organisation is much more than ‘just a training provider’; they are prolific users of social media, they have developed a series of different networking meetings/opportunities for people and organisations and they initiated and organise the Asian Apprenticeship Awards.
The level of networking is considerable, not only by strategic managers, but also through centre-based staff. This has a multi-faceted benefit; it showcases the organisation, it supports collaborative working and information sharing and enables learners to be supported in the most appropriate way.
In the last matrix report it highlighted that the organisation had undertaken a significant re-structure, again during this accreditation review another re-structure was described, demonstrating how the business is adapting to the changing external environment to ensure sustainability.
At all levels in the organisation, staff are passionate about the work they do and the difference it makes to people’s lives. One of the organisation’s values is ‘honesty and integrity” and these words were mentioned several times by staff and partners, demonstrating the type of ethos and culture that has been developed.
Staff are encouraged and supported to develop in their roles. Several examples were provided of staff progressing through the organisation and being supported to achieve new qualifications.