How JLR uses Red Umbrella's bespoke training to tackle significant change

Industry

Manufacturing

Challenge

JLR needed to relocate and retrain it's workforce as it went through it's electrification transition. This created significant stress and anxiety amongst it's workers, many of whom would see their jobs relocated or changed

Results

By commissioning bespoke, short form training around the impacts of change and building resilience, JLR was able to better prepare it's workforce for the transition period, leading to fewer instances of poor mental health during the transition

Key Product

Bespoke Training

www.jlr.com

190+

Employees trained

91%

Positive feedback from employees

£64k+

Estimated Cost Savings

"Red Umbrella make it so simple to get the right training for our teams. They really take the time to understand our business and the challenges we face, and create custom content that makes a difference"

Anna Hatton

Wellbeing manager at Jaguar Land Rover

About JLR

Jaguar Land Rover is one of the most storied name sin British Automotive history. Creators of luxury vehicles since 1922, the current business includes it's Land Rover division, creating class leading vehicles under it's Discovery and Range Rover models, and it's Jaguar brand, creating desireable high end cars.

Today, the JLR brand sells over 400,000 vehicles a year across the globe, employing almost 40,000 people globally.

The Challenge

During 2023, JLR was facing a difficult challenge. In the transition to it's new electric vehicle range, it would be stopping production at one of it's West Midlands sites. This would mean the once busy factory - in use since 1977 - would be mainly out of use for a period of time. This meant facilitating the transfer of it's workforce either to other roles, or to other factory sites in the area. JLR recognised that this would be a significant disruption to it's employees, potentially affecting their wellbeing.

The Solution

In order to better support their employees during this tranistion, Red Umbrella were approached to provide bespoke training around change and resilience. This was crucial, as the situation itself could not be changed, but preparing their employees and equipping them with coping strategies, while increasing reactive support tools, would help them through the transition.

After multiple discussions with our expert team, we were able to create a fully bespoked short training course that would help educate and equip learners with the knowledge and skills needed to overcome the challenges ahead. We identified that team leaders and managers would be the main beneficiaries of this training, helping them to have the confidence to suppor their teams, and pass on knowledge and skills.

The training was crafted to be inclusive and engaging, with plenty of space for employees to air their concerns and perspectives, which was then incorporated into the training istself.

The Results

Following the roll out of this training feedback was taken from the participants. Despite some expressing ahead of the training feelings of frustration, or that the training was being done by JLR as a tick box exercise, almost all of the attendees said they could see the value in the training, and could see that it was being doen out of a genuine care of the part of JLR. 91% reported that the training was good or very good, and 94% saying they had learned something that would help them during this transition period.

As a result of doing this training, the change process at the West Midland factory went ahead with less instances of stress and anxiety than it would have done without the training. Managers and team leaders felt better equipped to support their teams, and this contributed to a more positive perspective towards the transition than there had been.