This paper aims to describe how UK passenger‐transport authority Merseytravel has benefited since earning Investor in People status three years ago.
Details the learning strategy that has helped Merseytravel to unlock the potential in its employees. Describes, in particular, a behavioural‐management programme for senior managers and the Merseylearn scheme to improve performance and service levels by increasing learners' motivation to participate in vocational‐learning programmes.
Reveals that Merseytravel has achieved savings of more than £150,000, reduced sickness by two days per member of staff and reduced staff grievances by 10 percent over that last three years.
Reveals that the training has helped Merseytravel to combat a “them and us” mentality that prevailed in parts of the organization.
Highlights how Merseylearn is meeting the challenge of delivering high‐quality learning in a round‐the‐clock peripatetic operation, helping to improve the skills of people across all levels of the organization, but particularly hard‐to‐reach staff.
