LandDI_Awards-2024

LEARNING & DEVELOPMENT EXCELLENCE & INNOVATION SHOWCASE & HIGHLIGHT RECOGNISE & CELEBRATE

AWARDS & APPLAUSE SMILES & LAUGHTER YOU & US

Excellence In Learning Awards 2024

SPONSORED BY

CATEGORY PARTNERS

LEARNING & DEVELOPMENT INSTITUTE

Pearse Walsh Award 2024 Best Learning & Development Team

Harvest is delighted to announce the three shortlisted finalists for the Pearse Walsh Award 2024 which recognises an outstanding Learning & Development Team, that brings a high level of value to their organisations learning culture and activities. In their applications, each of the three finalists demonstrated the team’s innovation, alignment, teamwork and engagement with the organisation.

EXCELLENCE IN LEARNING AWARDS 2024

Almac For their alignment across the business and strong sense of team, respect and trust that come through strongly in their submission.

Citco For their clear alignment to the business strategy and promoting a culture of continuous learning, empowerment, and growth all of which contribute to the success of the organisation.

Eli Lilly For their positioning with their organisation, excellent teamwork and sharing of knowledge with good examples of learning within the team.

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Best Digital Learning Initiative

Bank of Ireland The Careers Lab Initiative showcases a strategy for tackling challenges, implementing effective solutions, and achieving sustainable, long-term impacts on colleague development and engagement. This initiative enhances development opportunities and boosts employee engagement and includes elements such as integration with the Learning Management System for tailored training and the introduction of Stretch Opportunities for broader skill-building.

Citco Citco’s approach to developing a

learning solution that supports learning in the flow of work recognises that the greatest portion of learning takes place through experience. This approach enhances the effectiveness of training by ensuring that employees can access relevant information when they need it the most. Empowering learners to choose when and how they engage with the content, as well as providing accessibility for refresher learning, demonstrates a learner-centric approach. This autonomy fosters a sense of ownership over the learning process and encourages continuous skill development.

EXCELLENCE IN LEARNING AWARDS 2024

As the nature of jobs continues to evolve, driven by technological advancements and market demands, organisations are recognising the need to equip their workforce with the skills required for the future

Novartis Novartis’ gamified e-learning simulation is a bespoke solution allowing specialists to engage in non- clinical brand knowledge testing while navigating simulated conversations with healthcare professionals. The incorporation of gamification elements like badges and leaderboards enhanced engagement among the sales workforce, showcasing creativity in learning design.

Permanent TSB This initiative focuses on innovative design, stakeholder engagement, and adult learning theories to create engaging and accessible learning experiences. The positive results, such as Gold Accreditation from the Irish Centre for Diversity, year-on-year increases in employee engagement survey responses, and strong financial performance, showcase the effectiveness of the solution. The project demonstrates sustainability through its integration into business-as-usual processes, ongoing stakeholder engagement, and continuous improvement efforts. This indicates a long-term commitment to the initiative and its impact on organisational practices.

Turas Nua Turas Nua created a series of webinars on a bespoke digital platform to maintain uninterrupted client training and broaden their reach, offering accessible learning from home. Special emphasis was placed on inclusivity, particularly for clients in rural areas, to ensure equitable access to their services. The initiative supported a range of challenges including those faced by displaced Ukrainians in integrating into Irish society and the local labour market, emphasising issues such as language barriers, job readiness, and societal integration.

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Judges’ Comments In the rapidly evolving landscape of work, digital learning has emerged as a crucial tool for organisations aiming to stay ahead of the curve. This category highlighted several key trends, particularly in how companies are approaching the development of future capabilities and fostering talent progression. Notably, there is a keen interest in preparing for the future by adapting to the changing nature of jobs and the shifting of core skills. This trend is especially significant in traditionally conservative sectors, such as banking, where the focus on talent and career progression is becoming increasingly pronounced. One of the most prominent trends observed in the judging phase is the growing emphasis on developing future capabilities. As the nature of jobs continues to evolve, driven by technological advancements and market demands, organisations are recognising the need to equip their workforce with the skills required for the future. In this context, digital learning platforms are playing a pivotal role. These platforms offer flexible, scalable solutions that enable employees to learn at their own pace, access a wide range of courses, and acquire the skills necessary to navigate the future of work. Organisations are increasingly investing in these platforms to provide their workforce with continuous learning opportunities, ensuring they remain adaptable and capable in the face of change.

Another key trend observed is the heightened focus on talent and career progression. In industries that have traditionally been slower to change, such as banking, there is a renewed commitment to nurturing talent and providing clear pathways for career advancement. This shift is being driven by the recognition that as core skills shift, so too must the strategies for developing and retaining top talent. Traditional organisations are beginning to move away from rigid career structures and are instead embracing more dynamic approaches to career development. Digital learning is at the forefront of this transformation, offering employees the chance to upskill or reskill in areas that align with both their personal career goals and the organisation’s strategic objectives. By doing so, these organisations are not only addressing current skill gaps but are also positioning themselves to be competitive in the future job market. What is particularly striking about these trends is their prevalence in traditionally conservative sectors, such as banking. Historically, these industries have been slower to adopt new technologies and approaches, often due to the highly regulated nature of their work. However, the 2024 judging process has shown that even these sectors are recognising the need for change.

EXCELLENCE IN LEARNING AWARDS 2024

Organisations from those traditional industries are now leveraging digital learning to break down the silos that have traditionally defined their company structures. By doing so, they are fostering a culture of continuous L&D, which is essential for keeping pace with the rapidly changing financial landscape. This shift is not just about staying current; it’s about preparing for the future by ensuring that employees have the skills and knowledge they need to succeed in an increasingly digital world. These key trends underscore a significant shift in how organisations are approaching skill development and career progression. With a keen interest in developing future capabilities and a renewed focus on talent, it’s clear that digital learning is playing a critical role in shaping the future of work. As jobs continue to evolve and core skills shift, organisations that embrace these trends will be better positioned to navigate the complexities of the modern workforce, ensuring their continued success in the years to come.

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Best L&D Collaboration

20FIFTY Partners & Skillnet Ireland This collaboration between training partners to develop, update and reconfigure different modules, leads to Level 7 award of individual stackable micro-credentials, with the Level 7 awarded by the University of Limerick. This is an example of a large-scale collaboration leading to academic qualifications on a very topical societal issue which many organisations and individuals are grappling with. Additionally, it serves a very real gap and need in the training domain on sustainability.

Chadwicks Group & McKernan This initiative was designed to meet the needs of Chadwick’s learners where cross referrals by colleagues in adjacent businesses in the group make a real impact. The programme was supported by strong commitment from senior management and embedded the belief that every person counts in developing the mindset for the future.

EXCELLENCE IN LEARNING AWARDS 2024

The judges were struck by the passion and commitment of all those who presented their applications, where they truly demonstrated their belief in the value of initiatives in this area, the importance of collaboration and working with the right strategic partner

ICBE Skillnet, Merit Medical Systems & Ardin Career Development This initiative involved a personal development which included psychological models and concepts to encourage deep reflection. The online format also allowed the programme to be accessed during the pandemic, when resilience and communication skills were needed most.

Dept. of Agriculture, Food and Marine & Cobblestone Learning This initiative involved blending gamification and online webinars with key senior leaders, with face-to- face social events to support induction training and the alignment of KPIs in the DAFM’s Statement of Strategy (2023–2026), committing to ‘enhance onboarding and induction’ in the organisation.

HIQA & Ingenium Training & Consulting This initiative involved the development of the Management Fundamentals Programme to achieve the strategic aims of HIQA as it expands to deliver on an ambitious 4–year strategic plan which outlines its growth ambition and vision for the future. The intervention included 1–1 sessions and coaching with the managers participating on the programme links to a performance management system and senior leadership buy-in.

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The importance and value of giving everyone a voice, at all levels in the business was also a key theme

Kenmare Resources & Impactful Project Management The Kenmare Resources IT Leadership Team delivered a project management training programme developed by Impactful Project Management that focuses on the practicalities of project delivery. The programme focuses on helping people understand the ‘why’ and the ‘how’ of project management rather than just the ‘what’.

UL Student Life & O’Brien Learning Solutions UL Student Life (ULSL) is the University of Limerick’s student representative body, supporting over 19,000 students. Following a restructuring, ULSL emerged with a new strategic plan which was supported by the Evolve cultural change programme, aimed at reinventing ULSL’s employee development framework and fostering a skilful, engaged team through consultation, training, and development sessions, focusing on self- management, team management, and organisational awareness.

WorkJuggle & SIRO WorkJuggle and SIRO, partnered on a programme to help strengthen the culture of innovation at SIRO. This collaboration delivered a Design Thinking programme involving a collaborative approach pre-delivery, senior management buy-in and sponsorship, aligning with SIRO’s Innovation Forum and tasking their team with real-life problems.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments There was a wide and varied range of collaborations between training providers and industry being addressed in the Irish/European context in this category. The judges noted organisations creating collaborative

Examples of bringing fun into the design, spending time shadowing a range of roles in the organisation, celebrating success at graduation events and sharing the impact of the learning in a collaborative way among colleagues, were all shared on the day. The importance and value of giving everyone a voice, at all levels in the business was also a key theme. Sustainability and repeatability were also underlying themes, as well as building initiatives for future growth and scale.

and inclusive programmes and change initiatives across several areas, including design thinking,

communications, climate, leadership development, project management and sales. Entries came from those that are advanced in their collaboration journeys with the right partner, as well as those who are at an earlier stage of their journey. However, all had common themes such as commitment from senior leadership, involvement of staff across the organisation in terms of innovation and personal growth from being included in the various initiatives reviewed, as well as a focus on measuring the impact of initiatives undertaken, while building resilience and mental health was an underlying theme noted. Overall, there were two sub-categories within applications; some applicants focused on a specific programme to bring about skills and attitudinal change, while others focused on cultural change and bringing about a shift in mindsets in their organisations, offering powerful insights into the value of each approach. The judges were struck by the passion and commitment of all those who presented their applications, where they truly demonstrated their belief in the value of initiatives in this area, the importance of collaboration and working with the right strategic partner, where they truly understand the business and its people.

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Best Diversity, Equality and Inclusion Initiative

ESB Networks This initiative was aimed at boosting female recruitment into ESB Network’s apprenticeship programme. Through targeted recruitment campaigns, enhanced visibility of women in these roles, and positive applicant experiences, ESB Networks now leads in Ireland for the highest participation of women in craft electrical work among employers.

Open Doors Initiative The Open Doors Initiative (ODI) emerged as a response to a pressing need to address barriers faced by individuals from marginalised backgrounds in accessing employment, education, and entrepreneurship opportunities within Ireland. ODI collaboration with companies, government, and participants has resulted in significant progress in learning for all involved. They have enhanced understanding of DEIB and social impact and improved equitable employability for individuals from marginalised backgrounds seeking success in various fields.

TSK Academy This initiative was aimed at addressing the business challenge of fostering neurodiversity and inclusion. Leadership commitment, employee engagement, partnerships, and continuous reinforcement ensures sustainable impact into the future, integrating neurodiversity principles into organisational culture and practices.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments In recent years, organisations have been making notable strides in addressing diversity, equity, inclusion, and cultural transformation. These efforts reflect a broader trend towards creating more inclusive and equitable work environments, enhancing accessibility, and integrating diverse perspectives into organisational practices. One prominent trend is the proactive approach to increasing gender diversity in traditionally male-dominated fields. For instance, organisations have developed targeted strategies to boost female participation in roles where women have historically been underrepresented. By implementing focused recruitment campaigns, enhancing the visibility of women in these roles, and ensuring positive applicant experiences, significant progress has been achieved. This approach not only addresses gender disparities but also sets new standards in the industry, leading to higher representation of women in technical and craft positions. Another emerging trend is the emphasis on breaking down barriers faced by individuals from marginalised backgrounds. Initiatives aimed at improving access to employment, education, and entrepreneurial opportunities for these groups have gained traction. Through collaborative efforts involving companies, government bodies, and community participants, these programmes have enhanced understanding of diversity, equity, inclusion, and belonging (DEIB). They also have improved employability and success for individuals from underrepresented groups, contributing to a more equitable job market and fostering inclusive opportunities.

A key focus of recent initiatives has been the integration of neurodiversity and inclusion into organisational culture. Programmes designed to support neurodiverse employees have involved defining challenges, aligning initiatives with business objectives, and evaluating impact through behaviour change and performance improvement. These initiatives demonstrate a commitment to creating an inclusive work environment that supports diverse cognitive profiles and ensures that neurodiverse individuals can thrive in their roles. Leadership engagement, continuous monitoring, and reinforcement of neurodiversity principles have been essential in sustaining these efforts and embedding them into organisational practices. Overall, these trends highlight a growing recognition of the importance of diversity and inclusion in driving organisational success. By addressing historical imbalances, breaking down barriers, and integrating diverse perspectives into the organisational culture, companies are not only enhancing their workforce but also setting new standards for inclusivity and equity. These initiatives reflect a broader commitment to creating workplaces where all individuals have the opportunity to succeed and contribute meaningfully.

Overall, these trends highlight a growing recognition of the importance of diversity

and inclusion in driving organisational success

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Best Leadership Development Initiative

ABP Ireland At the forefront of this initiative is the need to support ABP’s managers progress from driving tasks to effectively managing teams whilst maintaining the homegrown culture. The initiative is designed to meet the fundamental needs of their front- line managers while maintaining the commitment to the people strategy.

An Post The An Post Green Institute Leadership Initiative was introduced in 2022 to promote development across all levels of leadership including the efforts being undertaken to continuously improve the structure to sustain positive business impact.

EXCELLENCE IN LEARNING AWARDS 2024

Learning & Development has always been at the heart of critical business issues but hasn’t always had the opportunity to engage with the business to meet the challenges it faced

BioPharmaChem Skillnet This initiative showcased the

Citco The Future Leader Pathway adopted a digital approach to achieve scale, a consistent offering and social Learning clubs to provide their managers with all the skills and support required to succeed in their role. Recognising their potential, empowering them, and equipping them with the right skills and tools through the Future Leaders pathway is essential for their growth and the long-term success of Citco.

Dawn Meats The Dawn Meats Professional

design and delivery of the Women in Leadership Development (WiLD) programme. Designed to empower women in the BioPharmaChem sector, the WiLD programme aims to challenge limiting beliefs, foster confidence and equip participants with the skills and support needed to thrive in leadership roles.

Development Programme ensures that their future leaders are fully The programme focused on the Plan For Zero and sustainability agenda which demonstrates their commitment to leading in this area and exposing managers to new technologies, sustainable practices and continuous improvement.

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This year’s entrants also recognised that people leadership isn’t just confined to the most senior levels of the organisation, people leadership occurs at all levels in an organisation

Kerry Group Women in Leadership (WiL) is a talent development programme

MUFG Investor Services MUFG designed a Management Development Programme to

Version 1 This initiative was designed to support future leaders to impact and influence the future of Version 1 by balancing personal and team leadership, with strong levels of commercial acumen and a dedication to excellence in customer service and success. It enjoys the continued sponsorship of their C-Level Team and the wider organisation.

created to support the achievement of gender parity in senior management roles by 2030 and an ambition for Kerry to be “a highly inclusive workplace where everyone can be at their best, contribute to our collective success and excel personally and professionally”.

encourage continuous learning at all levels to promote a growth mindset, encourage all colleagues to realise their potential and provide the best possible experience for clients. Two programmes, ‘Aspire’ and ‘Accelerate’, are an integral part of their “Brilliantly Different” culture.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments The entries shortlisted for this year’s Best Leadership Development award exemplified the very real challenges faced by our profession and the high standards of delivery that are synonymous with these awards. Learning & Development has always been at the heart of critical business issues but hasn’t always had the opportunity to engage with the business to meet the challenges it faced. This year’s entrants demonstrated that it is possible for learning professionals to place themselves at the centre of critical conversations in the business and to deliver outstanding solutions that support their organisations in delivering their strategy. While all shortlisted companies faced very different challenges that reflected their sector, scale and culture, several key themes emerged. The first theme is the criticality of people leadership to organisational transformation. This year’s entrants faced different challenges as they sought to change their culture, reduce attrition and build market share. All recognised how important the role of the people leader is in delivering the changes required and supporting people through the change. This year’s entrants also recognised that people leadership isn’t just confined to the most senior levels of the organisation, people leadership occurs at all levels in an organisation. For any company to deliver its strategy, its people leaders, at every level, are critical. The second theme was the need to change the face of people leadership across the organisation. Many of this year’s entrants were focused on developing new leaders that better reflected the teams that they led. This included several significant initiatives to raise the number of female leaders across organisations and to rectify

the imbalance that exists in many leadership cadres. In addition to this, some organisations were taking significant steps to identify, encourage and develop people leaders who may not have thought of a career as a people leader. This broadening of the talent base for people leaders is considered by this year’s entrants as critical to the achievement of their strategy. A third theme was the requirement to be intentional and integrated about people leadership. In many organisations, people leadership is an “accidental” process as people get promoted and find themselves leading teams. In addition, people leadership is often disassociated from wider HR processes and in some cases, the delivery of KPIs. In several of this year’s entrants, it was clear that people leadership was being positioned as an intentional with organisations taking great steps to communicate the importance of people development as well as the skill sets required to effectively lead. This focus on intentionality was matched by integrating the process of people leadership with the skill sets required to lead effectively. This integrated approach ensures that people leadership is not perceived as something that happens “at the end of the day” but rather an integrated approach to delivering a powerful employee experience. The companies shortlisted for this year’s award are a superb reflection of our profession.

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Best Talent Strategy & Development Initiative

Arthur Cox LLP Arthur Cox developed an in-house Advanced Electives programme for their trainee solicitors, offering four specialised courses aligned with their largest practice areas. Delivered by experienced professionals, this programme equips trainees with the in- depth knowledge and skills required to succeed in a commercial law firm.

Mayo Sligo Leitrim ETB The Sales Apprenticeship programme is a collaboration between industry and education to address the skills gap in Ireland’s sales sector. Its key objective is to develop future leaders by building knowledge, skills, and competencies. The programme provides extensive support to apprentices, mentors, and employers, and uniquely includes embedded literacy support.

Aviva Ireland Recognising the need for talent to reach a readiness level that meets the expectations of the CEO, Board, and Regulator, Aviva launched a tailored talent acceleration program—Future Ready. This program has clarified the talent and succession strategy and enhanced the performance of top-tier talent. Participants, stakeholders, and colleagues have all benefited from this strategic and integrated approach to talent management.

Morgan McKinley In 2022, Morgan McKinley embarked on a transformation journey with the launch of their new system, Accelerate, designed to reshape user behaviour, drive growth across sectors, and transition into a data- driven organisation. Supported by the global training program MasterSkill, learners are now experiencing increased productivity through the use of both Accelerate, MasterSkill, and MasterSkill+.

EXCELLENCE IN LEARNING AWARDS 2024

It is incredibly encouraging to see such a wide range of organisations participating and to witness the passion, professionalism and dedication of the L&D teams involved in this category

PPD Development Ireland (part of Thermo Fisher Scientific) A key objective for PPD organisation is ensuring their scientists continually develop their skills and knowledge. To achieve this, they have introduced the Scientist Competency Development Model, providing a consistent and transparent approach across the division. This model has been transformative in how scientific talent is nurtured at Thermo Fisher Scientific.

Judges’ Comments It is incredibly encouraging to see such a wide range of organisations participating and to witness the passion, professionalism and dedication of the L&D teams involved in this category. It is motivating to see an increase in the willingness of submissions to focus on both the qualitative and quantitative evidence of impact of programmes. The best submissions are able to do this with a nod to both ‘corporate’ or strategic impact as well as the human impact on individuals involved with the programmes under consideration. Each of the shortlisted submission are worthy of recognition for demonstrating noteworthy levels of meaningful impact.

SEAI This initiative supported the

Developing Talent pillar of SEAI’s HR strategy through skills audits which identified new development programmes that had a tangible impact on workplace learning. These programmes helped staff effectively communicate complex technical information to non-technical audiences across various mediums and improved their ability to manage themselves while handling customer complaints.

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Best Graduate Development Initiative

Bank of Ireland Bank of Ireland’s Graduate Programme is a bespoke development programme including a rotational element, mentorship, focus on innovation and commitment to diversity and inclusion. By investing in their graduates, they are investing in the future of leadership and skills, ensuring they deliver on their strategy.

Chartered Institute of Logistics and Transport

The Chartered Institute of Logistics and Transport’s Professional Testimonial Bridging Course was created to meet the needs of learners looking to achieve a Level 8 qualification through recognition of their experiential learning. Targeting the supply chain management, freight/passenger transport, distribution, it equips the industry with skilled workers ready for future roles at a quicker pace.

EXCELLENCE IN LEARNING AWARDS 2024

The entrants into this years ‘Best Graduate Programme’ category demonstrated a move back to a foundational skill set required by graduates to engage fully and meaningfully with their work, their work colleagues and environment

Dawn Meats The Dawn Meats Graduate programme seeks to attract and retain talent into the business providing a pipeline of well-rounded graduates equipped to work and learn in a fast-paced manufacturing environment. The programme is designed to challenge and support their graduates to address the global challenges facing the agri- food industry such as economic and environmental sustainability, and food safety, while at the same time developing the skill sets of leadership, in roles within the company to address these challenges and ensure future business needs are met.

Glenveagh Properties Glenveagh developed a bespoke programme aligned with the Building Better Strategy and GRIT framework launched in early 2023 to align individual and team goals with strategic priorities. The initiative has fostered resilient, agile leaders with enhanced interpersonal skills. Sustainable impact is ensured through talent management strategies, coaching and ongoing learning opportunities aligned with organisational priorities.

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The importance of what is learnt and experienced while on a graduate programme stood out, for the value add to the graduate themselves, the organisation and the various teams, graduate peers and colleagues

Liberty Liberty designed a comprehensive 12- week academy followed by a 12-month learning programme, incorporating various learning modalities and dedicated support. The initiative has had a significant impact, enhancing skills, improving engagement, and leading to zero attrition. Continuous evaluation and improvement, as well as future sustainability measures such as mentorship and alignment with global programs, ensure the initiative’s long- term success.

Wind Energy Ireland Wind Energy Ireland’s initiative is designed to enhance productivity within the renewable energy sector through their five core pillars. The program not only prioritises industry- specific expertise but also emphasises the cultivation of essential transversal skills among employees, including communication, interpersonal interaction, resilience, negotiation, conflict management, and stakeholder engagement. The GCDP Certification of Completion recognises the diligent trainees’ effort and helps build the programme’s reputation in the industry.

XLVets Skillnet XLVets’ graduate programme not only focuses on clinical competence but also hones essential communication skills and instils a solid foundation in veterinary. By partnering with industry experts and leveraging their extensive network, XLVets graduate programme is designed to bridge the gap between academic knowledge and real-world practice. Through hands-on clinical experience and immersive learning opportunities, graduates emerge equipped with the skills, confidence, and resilience needed to excel in their veterinary career.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments The entrants into this years ‘Best Graduate Programme’ category demonstrated a move back to a foundational skill set required by graduates to engage fully and meaningfully with their work, their work colleagues and environment. While this was articulated as a by- product of the recent pandemic years, there was also a realisation that there were generational aspects at play, in terms of graduate entrants’ expectations surrounding their working environment, their learning and workplace contributions to their overall career trajectory. The mobility of graduates in pursuance of these aspects of working life were very evident. The programmes developed and roll-out as part of this category shared a ‘returning to basics’ approach, calling out the important of connection with colleagues and communication. Skilling graduates with team working skills was highlighted consistently across the programmes in this category. There was acknowledgement of a ‘fundamental’ gap which needed to be bridged to support graduates in transitioning to the workplace. This was stark in comparison to the recognition of the Curriculum Vitae profile, experiences (through both workplace and voluntary activity engagement), of the generation of graduates applying for graduate programmes. Another welcomed trend related to the involvement of senior leaders across all stages of programme conception, development and delivery. For some entrants this translated to a very practical and meaningful presence and mentorship of graduates on a graduate programme. The collaboration with corporate global training units and Higher Education Institutions in providing accreditation and/or recognition for learning emerged for some of the Graduate Programmes presented highlighting a value add for the careers of the graduate cohort. In addition, the take up by global training units of an Irish originating programme

stands testament to the world class quality of learning provision for graduates. Overall, the opportunities enabled for graduates through formalised graduate programmes was impressive. The importance of what is learnt and experienced while on a graduate programme stood out, for the value add to the graduate themselves, the organisation and the various teams, graduate peers and colleagues. This level of exposure and learning engagement for all stakeholders in graduate programmes cannot be underestimated.

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Best Coaching or Mentoring Initiative

AIB AIB’s mentoring initiative was designed post-pandemic to bridge a gap in support for the L&D of colleagues pertaining to career progression, self- reliance and self-development. Due to its success, the programme has been implemented again in 2024 with plans to expand it to meet the ever-evolving needs of the workplace.

Blas na hÉireann This mentoring initiative was

Dublin City University The DCU Alumni Emerging Leaders Programme supports the development of the next generation of leaders from DCU’s Alumni community. This initiative has a twofold purpose – to offer DCU graduates who were aspiring to leadership roles an opportunity to take part in a high-quality programme while also engaging them to develop a lifelong relationship with the University. This programme is designed for graduates of DCU who have left the University some time ago and are climbing the career ladder as they transition into leadership roles.

implemented to meet the needs of a very large and disparate group of producers, in a highly competitive and specialist market. Deploying a number of different and complimentary approaches including one-to-one and one-to-many tailored mentoring to meet specialist needs. The long-term aim of this initiative is to have long- term generational impact in every community across Ireland.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments Possibly because of hybrid working post-pandemic, there appears to be a revival in the area of mentoring. This spike is leading to a genuine need to share insight with each other and the benefits of doing so for both the business, skills development, learning and mental wellbeing. However, there appears to be a need for a scaffolding for coaching and mentoring processes—everyone can do it, whereby everyone can give as well as receive. Real evidence of peer-to-peer learning is evident and creating different models to suit different industries/sectors and not just exclusively within the corporate sector. Mentoring is resonant everywhere, enabling people to pivot both in career and perspectives and results in expanding their learning, development and skill set. What stands out in this category is the optimism, creativity, energy, authenticity and a ‘can-do/will do’ approach to the initiatives presented and their extensive impact.

Mentoring is resonant everywhere, enabling people to pivot both in career and perspectives and results in expanding their learning, development and skill set

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Best Organisational Development & Transformation Initiative

Bank of Ireland Bank of Ireland introduced “Thrive Performance Development,” a simplified, Group-wide approach that empowers colleagues to take ownership of their goals.

Core Core devised an approach to the

upskilling of multiple teams to deliver more consolidated work practices using new tools, processes and knowledge. Core Learning (L&D function) played a crucial role, working with the other practices in driving the success of this initiative, going beyond training alone, to reorganise and develop the reporting process so that it is fit for the future.

EXCELLENCE IN LEARNING AWARDS 2024

Companies are increasingly adopting unified systems to replace fragmented processes, thereby reducing inefficiencies and improving the value delivered to clients

Dublin City Council An Chomhairle Chraiceáilte initiative by Dublin City Council addresses the challenge of revitalising the Irish language within public services. Through innovative leadership and creativity development, the programme engages employees, fosters a culture of innovation, and creates tangible outcomes. By eschewing traditional classroom approaches, the initiative ensures relevance and excellence, resonating with Irish speakers’ aspirations.

Murray Pub Group Murray Pub Group ran an extensive leadership development programme with the leadership and senior leadership team of the organisation. Investing in the development of the leadership team has increased confidence, competence, and the motivation required to lead at the senior level.

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Initiatives designed to build confidence, provide practical tools, and create supportive networks address unique challenges faced by different groups within the workforce

Morgan McKinley Morgan McKinley began a

Smurfit Westrock SW RISE is a development programme designed to uniquely address the development needs of female employees. Focused on enhancing their confidence while building their belief in their own existing abilities, participants learn tools and techniques to help address commonly faced issues, as well as a network of peers to further support their development and career ambitions. The programme also seeks to impact the system within which female colleagues work by engaging leaders throughout the experience so everyone can learn together how to maintain an inclusive workplace.

transformation journey in 2022 with a comprehensive global system rollout aimed at reshaping user behaviour, fostering growth across sectors, and transitioning into a data-driven entity. Supported by the global training program, MasterSkill, they now experience enhanced productivity through the new system.

EXCELLENCE IN LEARNING AWARDS 2024

Judges’ Comments Trends in this category highlight a growing emphasis on empowering employees, enhancing efficiency through technology, and focusing on targeted development initiatives. A key trend is the shift towards systems that actively involve employees in their own performance management and development. Modern approaches often feature regular check-ins, simplified evaluation processes, and user-friendly digital tools, resulting in increased engagement and improved completion rates.

Data-driven decision-making is also gaining traction. Companies are adopting data-centric models to inform and guide organisational change, improve productivity and shape user behaviour. This approach reflects the growing importance of real-time insights in enhancing performance and supporting growth. Additionally, targeted development programmes, such as those aimed at specific employee groups, are becoming more prevalent. Initiatives designed to build confidence, provide practical tools, and create supportive networks address unique challenges faced by different groups within the workforce. Engaging leaders throughout these programmes helps to foster an inclusive environment and address systemic issues, contributing to more equitable opportunities within organisations.

Another significant trend is the integration of technology to

streamline operations and enhance efficiency. Companies are increasingly adopting unified systems to replace fragmented processes, thereby reducing inefficiencies and improving the value delivered to clients. This trend underscores the importance of leveraging technology to create cohesive and effective operational frameworks. Cultural and linguistic revitalisation initiatives are also gaining prominence. Programmes designed to foster cultural engagement and innovation often employ creative, non-traditional methods to resonate with participants and drive broader societal impact. These initiatives demonstrate the potential for organisational programmes to contribute to cultural and societal goals while fostering continuous learning. Leadership development remains a critical focus, particularly in adapting to post-pandemic challenges. Comprehensive programmes that include development sessions, coaching, and online resources are increasingly common. These programmes address key challenges such as staff motivation, retention, and communication, highlighting the role of leadership in driving organisational resilience and positive culture.

Overall, these trends reflect a comprehensive approach

to organisational development that combines employee empowerment, technological integration, cultural engagement, leadership enhancement, data-driven strategies, and targeted development. These practices are setting new standards and paving the way for sustainable organisational transformation.

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Best L&D Organisation

KPMG KPMG’s learning initiatives are designed to support growth at all stages, from the graduate Accelerator Program to high-potential leadership programs like “Thrive.” The firm also focuses on succession planning, with programs aimed at cultivating future leaders, particularly with a focus on gender balance in senior roles. The firm’s innovative programs, such as the Digital Ninja initiative promote digital literacy and support the organisation’s expansion into new business lines. KPMG’s investment in training, including exam preparation for accounting qualifications, has consistently yielded top-tier results, surpassing national averages. Additionally, employee satisfaction is high and contributed to a revenue increase. This submission underscores KPMG’s dedication to empowering its workforce through strategic learning initiatives, driving business success and employee growth.

EXCELLENCE IN LEARNING AWARDS 2024

Morgan McKinley Morgan McKinley, a global talent services expert, excels in providing comprehensive recruitment, talent solutions, and advisory services to employers and jobseekers. Its core values, “Go Beyond,” “Simplifying the Complex,” and “We Succeed Together,” drive its mission to deliver exceptional service. Key initiatives include the LEAD Global Leadership Framework, fostering leadership development aligned with business strategy, and the MasterSkill and MasterSkill+ programs, comprehensive recruitment training for new joiners and ongoing skill enhancement. The company prioritises continuous learning, with a dedicated Learning Management System (MyLearning) that supports employee growth across various topics, including leadership, wellness, and Lean Six Sigma certifications. Morgan McKinley’s focus on innovation and collaboration, exemplified by the launch of its T28 strategy, is underpinned by real-time data, allowing for growth opportunities and enhanced decision-making. Through programs like Accelerate, a global recruitment tool, and its “Values Heroes” awards, the company cultivates a positive, performance-driven culture, ensuring its people are supported at every stage of their careers.

Software One SoftwareOne, a global leader in software and cloud solutions, has made significant strides in L&D across its 9,000 employees. Led from Cork, the L&D team plays a pivotal role in shaping leadership development at all levels, directly aligning with the company’s strategic goals. The program spans four global regions (EMEA, APAC, NORAM, LATAM) and is actively integrated into leadership decisions, including regular consultations with top executives. Since 2023, SoftwareOne has expanded its L&D offerings to meet growing demand. The program includes 40 quarterly professional development workshops, with approximately 1,000 participants, and a waitlist of over 200. Additionally, a new digital learning portal, launched in mid-2023, has seen rapid growth, with over 3,500 monthly active users. Leadership development programs have been well-received, with 60% of leaders participating and providing positive feedback. The internal L&D team’s success is evident as business units increasingly opt to collaborate exclusively with them, reflecting a shift away from external providers. As SoftwareOne continues to scale, the focus on innovation and employee development ensures the company’s leadership in the industry.

Northern Trust With over 1,600 employees in

Ireland, the company’s L&D centre of excellence is headquartered in Ireland, driving global learning initiatives. Northern Trust has implemented programs to ensure its workforce is “change-ready” in response to rapid technological advancements in the financial sector. Key initiatives include the Digital and Data Academy, focusing on skills in digital fluency, AI, and data analytics, as well as comprehensive mentorship programs like Empower Mentoring Ireland. The company also invests in employee development through partnerships with external organisations, offering certified courses and leadership programs. Northern Trust Ireland supports career progression with educational assistance, funding certifications, MBAs, and degrees, with 10% of employees participating annually. Successes include high employee engagement, external recognition with awards like the Gold Standard for mentoring, and internal advancements, with employees gaining leadership roles after completing development programs. Northern Trust’s commitment to continuous learning is a key factor in its operational success and its ability to attract and retain top talent.

LEARNING & DEVELOPMENT INSTITUTE

Judges’ Comments Across the various organisations, the judges were pleased to see clear links to the integration of performance management processes into strategy and business goals. There was also strong evidence of monitoring the external environment and emerging trends to inform learning activities. The judges noted strong evidence of a post-COVID transition to an ever- maturing and overall excellent use of technology to provide highly integrated and accessible user-friendly platforms with the potential to maximise buy-in at management and individual levels. While most organisations have invested heavily in LMS/LXP platforms, some are still grappling with their place in the broader organisational learning ecosystem. Strong evidence of flexible and agile content was present with a prominent focus on topics such as employee wellness and diversity. In comparison to previous years, there has been a clear move towards micro-credentials to encourage learner participation (and course completion), allied with traditional supporting methodologies such as buddy systems to drive collaborative learning. With a culture of learning very prevalent in the stronger applications, even across large organisations, the judges noted the involvement of leading applicants in the wider business and local community to share their learning for the betterment of others. Creative learning pathways were also evidenced, with a strategic L&D view being put forward which facilitates

The judges wish to acknowledge the significant efforts made by the finalists to host a combination of physical and virtual site visits as part of the expanded judging process, which provided excellent opportunities for the organisations to further showcase their L&D achievements, meet the L&D team, and explore the authentic learner experience and impact on the ‘business’, while also providing real- time practical demonstrations of their LMS/LXPs.

employee progression and also potential lateral career moves.

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