HR & Training Solutions takes Virgin Atlantic to new heights at Heathrow

HR & Training Solutions has undertaken a management training programme for Virgin Atlantic, following the launch of brand new facilities at Heathrowís Terminal 3 (T3).

Virgin Atlanticís Heathrow management team is responsible for some 750 people who ensure service provision to the companyís 2m passengers who fly from Heathrowís T3 each year.

Towards the end of 2007 Virgin Atlantic launched the brand new Upper Class Wing at T3, which introduced a private security corridor exclusively for Virgin Atlanticís Upper Class passengers so they could get from their limo through to the airlineís flagship Clubhouse in less than ten minutes. The airlineís check-in area in A Zone was also completely refurbished making it wider, brighter and more spacious, enabling passengers to check-in at kiosks in a fast, efficient and stress-free way. The development is part of BAAís 1bn investment plan for T3 over the next ten years.

The change in design and layout of Virgin Atlanticís facilities meant that its team management had to implement brand new processes.

In addition, Virgin Atlantic needed something to harness greater team cohesion, empower tangible leadership and encourage personal accountability. This was vital in order to meet stringent safety standards and customer satisfaction results.

Virgin Atlantic approached Richard Lowe, Managing Director of HR & Training Solutions, after hearing about the Bristol-based companyís ëBest Year Yetí approach.

The Best Year Yet approach offered a unique and effective way to align Virgin Atlanticís efforts to improve their performance and results. The programme provides visible and clear accountability, which was one of the key things that most attracted Virgin Atlantic to choosing this programme.

The programme started in April 2007, with a two day kick-off event to put together a Heathrow Best Year Yet plan. This is a highly motivating process that aligned Virgin Atlanticís management team thinking on what needed to change and be implemented over the next year.

ìThe team set clear goals that we felt would be stretching and defined clear commitments for how they needed to work more collaboratively to generate a breakthrough in their results,î said HR & Training Solutionsí Richard Lowe.

Andy Cross, Head of Organisational & People Development at Virgin Atlantic, said: ìBest Year Yet brought energy, structure and a winning process to the Heathrow team, allowing them to deliver the best results possibleî.

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ìUnlike many programmes, Best Year Yet is rigorous in driving the change and results into reality. The regular review process, which included development support tailored to a team specific needs, ensures they make the progress in the year that they need.î

According to Richard Lowe, key factors in the success of a ëBest Year Yetí programme are:

- Be decisive and ensure everyone is clear that this is a fundamentally important programme to you and your business.

- Be prescriptive and set clear expectations for attending the scheduled reviews.

- The programme works in any business environment so, if you donít operate in a typical ënine-to-fiveí operation, be creative and make sure you integrate your review meetings into your regular monthly meetings.

- Nominate an enthusiastic and respected ëchampioní within your team to maintain the focus of the programme in-between review meetings.