Case studies

The Institution of Mechanical Engineers (IMechE) is a professional body for engineers. It has a 160 year history and 80,000 members. A significant part of its work is about encouraging development of its members’ knowledge, skills and professional capabilities.

Any large corporate structure needs systems for employee progression, including talent management, career paths and succession planning, and Vantis is no different. Its core development programme seeks to provide all this, along with formal business skills development and improved line manager support and coaching. At Vantis, this development programme is called “Steps 2 Success”.

The Post Office has sought to modernise its management culture, and transform individual managers from cops to coaches. An important lever for this has been executive coaching.

This case study focuses on a health and safety culture and safety leadership strategy at HMNB Clyde.

This case story covers British Gas' desire to fast-track the next generation of leaders and create a stronger leadership pipeline for the future. It looks at the talent pool, the talent Board, the programme, and outcomes.

This case study focuses on Hilton’s new model for a corporate university. Its emphasis is on digital resourcing of learning and provision of e-learning and blended learning.

This case study focuses on innovative learning at Blackpool Council, where the HR manager believes that creativity in learning techniques sparks creativity in the workplace.

The case study covers transformational leadership, Challenge for Change conferences, the Innerwick Experience, and the role of the cohort sponsor.

This case study looks at personal development planning at Glasgow Housing Association.

This case study, based on the Scottish Prison Service, looks at Scottish Vocational Qualifications, Quality Assurance and Skillsmark, and a Butler Trust Award.

This case study focuses on the Scottish Fire and Rescue Services, where learning and development is at the centre of the modernising agenda.

Unionlearn was launched by the Trades Union Congress (TUC) in 2006, with £4.5 million of funding from the Department for Education and Skills, and 120 dedicated staff. Unionlearn has become a recognised brand for TUC-sponsored courses and learning centres in colleges, union offices and workplaces.

How the Manifesto, strategic goals and the company’s values are woven into Virgin Atlantic's learning and development activities are all covered in this case study.

Ashridge, the international business school, has concentrated exclusively on management education, training and development since 1959. Ashridge has been involved in electronic publishing and various forms of digital learning since the mid-1990s. It set up its virtual learning resource centre in 1998.