Organisational Culture
Respecting Individuality

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Organisational Culture. Riverstone.Respecting Individuality. The challenge. At Riverstone bringing their beliefs to life, is the key to ensuring they make sure people can live the life they want to live. One part of this, is their mission of ‘Respecting Individuality’, which covers: Equality, Diversity and Inclusion, Unconscious Bias, Cultural Intelligence, challenging ourselves and others and creating an inclusive work environment. They wanted to increase the focus internally on EDI, specifically with training sessions, helping the team to explore their unconscious biases and learn how to work effectively and be comfortable in diversity. The sessions were to be split into 2: Goal for the Leadership team: To establish their biases and be able to self-check and hold each other, and their teams, accountable if their biases are impacting decisions or conversations. Goal for the wider team: To increase self-awareness of own biases and be able to hold other colleagues accountable. We were tasked with bringing their objective of ‘Respecting Individuality’ to life. 100+ Nationwide The solution. Design and delivery of two courses focussed on unconscious bias and EDI, with an aim to enable team members to make decisions and hold conversations, with their own biases or those of others recognised, appreciated and/or mitigated to truly respect individuality. These courses were aligned with the key messaging and branding of Riverstone. The first people who attended the training were the members of the Exec Team, as to fully impact the culture, the leadership team need to pave the way for business success. Each course was interactive throughout, utilising breakout sessions and polls, and centred around thought provoking discussion and facilitation to maximise learner engagement. To support the embedding of this training and maximise the behavioural change, supporting pre and post work was provided. Part of the training was built into the recruitment and onboarding of staff, to establish the correct culture and behaviour early in the journey. The results. “PeopleUnboxed have delivered Respecting Individuality workshops for the entire organisation at Riverstone, their ability to create psychological safety within the training space and act as a catalyst enabling our teams to openly discuss their differences and unconscious biases then translate these into everyday change, set us up for success. As an entire organisation we are now having challenging conversations about our behaviours, processes and systems, identifying strengths and opportunities for change that contribute to a culture that is truly inclusive – had we not had support from PeopleUnboxed, these conversations would not have been as easy or as productive as they have, they have helped us understand the collective responsibility we all have to speaking up and taking ownership for EDI – that is a true testament to their impact as a training company being felt beyond the four walls of the training room.” Learning Manager “Our trainer was great, kind, and knowledgeable. Topics were relevant and introduced respectfully but in a way that got the team talking. Love what your organization does and the impactful knowledge you’re sharing with businesses!” Learner Previous Next How can we support you with organisational culture? Click here to find out more

Organisational Culture
Digital Gurus

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Organisational Culture. McDonald’s.Digital Gurus. The challenge. Modern-day customers want easy, convenient, and personalised experiences. So, McDonald’s created their ‘MyMcDonald’s Rewards’ customer app to drive digital adoption, build brand trust and help create lifetime customer loyalty. Technology is changing the way we do things and the way we want to do things; learning should be no different.  To support the national launch of the app, their Technology Adoption Consultant approached PeopleUnboxed to develop and deliver a series of webinars to engage their UK teams to help drive restaurant advocacy for the app, with a view to educate and excite too. Ultimately, we were tasked to upskill key employees to become ‘Digital Gurus’, who championed the digital experience for the customer in their restaurants. 3,000 Nationwide The solution. The webinars integrated into the existing learning journey, taking into account the eLearning that formed their initial training, and built upon that. With a class size of 30 learners, it meant we could positively impact the engagement levels and maximise the opportunities for learners to interact and learn from each other. In the 10-week period leading up to the app launch, 4 webinars were run per day (across the UK estate) offering a variety of times for employees to choose the most convenient. We made full use of all virtual learning tools, to maximise engagement and learner experience. The journey was broken down into 3 paths: Excite, Engage and Embed. We ended each webinar by asking individuals to make some commitments to becoming a Digital Guru in their restaurant. To make sure these were delivered and upheld, we created a post-session one-pager for them to write down those commitments and display them in their manager’s office to keep front of mind. The results. “MyMcDonald’s Rewards has been one of the most successful deployments ever. Customers have responded well to the loyalty program, and we are already seeing a sharp uplift in customer transactions per day that surpasses that seen in other markets.” Technology Adoption Consultant UK & Ireland How can we support you with organisational culture? Click here to find out more

Learning Technology
The Bread Factory
SOP Guides

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Learning Technology. The Bread Factory.Standard Operating Procedure (SOP) Guides. The challenge. The Bread Factory (TBF) approached PeopleUnboxed for learning technology ideas around transitioning from a paper-based, disjointed training system into a scalable, visual, and easily maintained digital solution for their factories. With 1,000 employees spread across nine business units, 92% of whom had English as a second language, the existing training lacked consistency, was confusing for learners and was challenging to maintain and update by TBF. There was also no central reporting, to provide an at-a-glance overview of company-wide training completion, which was a risk to the business regarding industry compliance. 1,000 9 business units The solution. We utilised an eLearning authoring tool to pull the information together, creating a single digital learning card for each piece of equipment. We created a re-useable master template, meaning we could build each learning card quickly and at scale. The template was highly visual, utilising simple icons for easy navigation and supporting videos and images to show operational and cleaning steps. We created a web microsite for the project, designed for TBF to be able to maintain themselves with no coding knowledge required going forward. There were more than 40 training cards, each with sections for Standard Operating Procedures (SOP), cleaning, safety information, risk assessments, step-by-step instructions and how-to videos. The design focussed on the simplicity of layout to cater for those with limited English using explainer videos and step-by-step guides. We worked on a reporting solution that allowed the training to be tracked via an interactive webform that would be able to be imported into their new LMS. The results. “I introduced the SOP navigation website to the business yesterday during our operations meeting. Everyone was thrilled with this massive piece of work, and the feedback from all the unit managers was very positive. The solution is way more than we expected, since introducing digital SOPs, 40% of the training delivered to a new team member is by the leadership team in their department. I want to thank you for helping me put this together.” Training LeadCentral Craft Bakery (The Bread Factory) “This is market-leading technology. I have not seen this done in any other food manufacturing facility to this standard or at this scale.” British Retail Consortium Auditor Previous Next How can we support you with learning technology? Click here to find out more

Organisational Culture
Rentokil Initial
Mental Wellbeing and Resilience

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Organisational Culture. Rentokil Initial.Mental Wellbeing and Resilience. The challenge. Rentokil Initial had seen significant absences due to mental illness, with an increase year on year in 2019, 2020 and 2021. Absences due to depression, stress or anxiety equated to about a quarter of all absences. The true number of cases was estimated to be far higher than the figures suggested too, with people not having the confidence to report their absence as mental illness. Additionally, this figure didn’t take into account the elements such as impact on managers’ time dealing with the cases, or the knock-on impact of absence on other team members. We were tasked with reducing these costs, not just for 2022 but creating an organisational culture shift that kept the figure lower for years to come. 3,500 7 global markets + UK operations The solution. We developed a bespoke and tailored ‘Mental Wellbeing and Resilience Programme’ specific to RI and its culture, delivered across 2 half-days. We designed and delivered three strands of virtual courses, customised to the different employee levels it was being rolled out to (team leaders, managers, senior leadership team). It was imperative our programme gave people the voice to talk more openly about mental wellbeing and the confidence to support colleagues, so our sessions were very interactive. The challenges of supporting the wellbeing of remote teams was a huge factor weaved throughout. We provided a post course workbook that included pertinent information to reference, as well as a series of post course activities to ensure transfer of learning and subsequent action/commitments back in role. Two short eLearning modules were also provided, to help embed the learning from the virtual sessions. The results. “It has been a pleasure working with People Unboxed as they were very committed to ensuring the programmes met the needs of our colleagues and were happy to adjust delivery methods as required. The programme gave our managers the confidence to support and have conversations with colleagues that previously may have been difficult to broach.” HR Manager “This session really helped me to recognise the signs for someone who might be struggling, and also it made me realise that everyone has mental health and we need to proactively look after that.” Course Delegate “I found the ‘5 Levels of Listening’ a real insight. I did not realise but I use 4 of these listening methods frequently but never touch on one of the most important ones, Empathic listening, so I am off to practice some of that!” Course Delegate “Thank you again to Jo for giving me the opportunity to learn more about mental health and the tools to help colleagues in my branch and also family and friends.” Course Delegate “The role play was really good, it made me realise that I need to listen rather than jump to fix and solve straight away, and it gave me the confidence to talk to my people about mental health.” Course Delegate Previous Next How can we support you with organisational culture? Click here to find out more

Leadership Development
Development Programme

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Leadership Development. Mactavish.Development Programme. The challenge. As a rapidly expanding company, with staff numbers tripling over 2022, Mactavish wanted to ensure a consistent level of service for their clients, and to establish clearly defined leadership development pathways to support this.  As a client focussed business, relationships with clients were crucial to their success. As such, a need for personal effectiveness and soft skills training was an essential inclusion within the development pathways mapped out. PeopleUnboxed were asked to support with development of both the leaders and employees of the business, and were starting from scratch. 100+ HQ based The solution. A bespoke recommendation was made for the business, based on business outlook, future goals and perceived opportunities. Five key foundations underpinned the training: cultural fit, relevance, contextualised, rounded and blended. The plan was broken into two sections: employee development and management development. We designed and delivered a suite of face-to-face classroom training sessions to support the development of practical and soft skills across the employee base. For employees: there were 15 different three-hour sessions available to choose from and they were encouraged to attend no more 4 courses across the year, to ensure they were able to apply the learning from each course. For management: the programme ran over a period of 10 months for a cohort of 12 managers and team leaders. These sessions, covering a range of leadership topics, were broken down to 10 x 3-hour face-to-face classroom sessions, held monthly. Digital self-assessments were also used within the sessions where relevant. Experiential learning activities were created and used in the majority of sessions, to help with understanding of key principles and consequences. All classroom sessions were created to be engaging, interactive, and provided practical tools and tips to use back in role.  The results. “PeopleUnboxed took the time to listen carefully to our needs, for both our manager and employee populations. They built a programme that is engaging and impactful, one where delegates look forward to attending each session and value what they learn and how it can help them progress within their role. Over the past year, it is evident that managers and employees are thinking and acting differently as a direct result of the training, and this has a positive impact on both the employee and client experience” Training Lead How can we support you with leadership development? Click here to find out more

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation