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Receipt Bank

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Receipt Bank

The challenge

Rapidly expanding financial technology (fin-tech) firm Receipt Bank has been enjoying strong growth, but that has meant recruiting people, and getting them up to a certain experience level, fast.

Established in the UK in 2010, the company offers a cloud-based platform for accountants to manage their bookkeeping. When senior country manager (EMEA) Nelson Da Silva (pictured right) joined in 2013, the business employed just 10 people.

Fast-forward four years and the company has offices in six countries and close to 200 staff. “The level of growth that we achieved, and the investment we were receiving, meant that recruitment, particularly within the sales division, was a priority,” Da Silva says. “You can either recruit experienced sales people, or you can take people with the right attitude and develop them to do sales the way you want them to.” His preferred approach has always been the latter, but while one-to-one shadowing of new employees worked in the early stages of the business, as it grew there was less of Da Silva to go around.

Our approach

To create a more structured approach to staff progression, Receipt Bank introduced several measures to support its culture of coaching and mentoring. “I worked with an external consultant to develop the free internal training sessions that we now run, which are delivered in partnership with the sales management team,” says Da Silva.

He knew that one-to-one coaching worked particularly well for the firm, so when he read an article last summer about a coaching app produced by Thrive Partners, he was intrigued. “We weren’t looking to replace what we had already, but to complement it,” says Da Silva.

The company gave the online app a three-month trial, starting with its sales team. Using the app, staff could book 30-minute sessions with experienced and independent business people, during which they could discuss anything from specific task-based problems to tips on presentations or advice on how to climb the career ladder – not topics they would always feel comfortable talking about to a colleague or someone more senior at the company, says Da Silva.

“The feedback on these sessions has been great,” he says. Buoyed by this success, Receipt Bank is now planning to roll it out to further departments in the UK – but is still figuring out how to make it work on a global basis.

“Most business leaders would struggle to give you an ROI on something like coaching, but there are some things that can be measured in hard numbers and others where you might not see the success of it in the short term, but it pays dividends in the long run,” says Da Silva. “Coaching is one of those things.”

Case study courtesy of cipd.com

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University of Greenwich

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University of Greenwich

The challenge

The Faculty of Architecture, Computing and Humanities knew it was vital to connect the talent in the academic departments so they could collectively implement University wide improvements. The endeavours of each department head meant that local initiatives were addressed but overarching strategic business processes such as marketing, student experience and finance/budget management systems did not get the time or focus that they needed.

Our approach

Through a series of team coaching sessions, personal on-demand coaching (drawn down as and when the Heads needed a thinking partner), and structured feedback to the PVC, we facilitated much more focussed conversations and improvements for the Faculty.

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Radley Yeldar

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Radley Yeldar

The challenge

“Help us develop and grow our people and processes so that we can grow the business as the brief.”

Our approach

Through a series of conversations we worked alongside the RY Board in the development of their strategy and 5 year plan. We supported the implementation of the strategic plan throughout the business with a series of short facilitated workshops.

We co-designed and rolled out leadership training for the wider team and introduced very practical and memorable tools that resulted in change on the ground. Our solutions were seen as sensible, relevant and pragmatic. To date RY have grown in size, revenue and performance. They are a more connected and structured business with a stronger platform from which to grow.

The team have used one to one on-demand coaching to facilitate their staff on a daily basis to address challenges they need some extra challenge or support on.

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Southampton City Council

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Southampton City Council

The challenge

Performance against national indicators had stalled even though managers and their teams were working very hard. The Adults and Children’s Services were dedicated to improving the outcomes for the citizens in their areas and as such contracted with us to improve capability whilst at the same time change the way people were working so that they could positively see improvement in the performance outcomes.

Our approach

Over a period of 18 months we put all team leads through an accredited Professional Manager Development Programme and linked all the training activities to projects on the ground. We ran triad project meetings with the Director of Adults and Children’s Services and resolved blockages and gained approval for project changes on a weekly basis. We supported these leads with 30 minute practical coaching sessions that helped each lead address challenges particular to their indicator. As a result of their programme, performance against all indicators improved, and the confidence and competence of the wider team was boosted.

About Thrive Partners

Talent management and development for businesses

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