How do you measure leadership behaviour change credibly?

By asking more than one group, and separating what each of them tells you. On this programme, 150 before-and-after survey responses came from the leaders themselves, their colleagues and their clients. The growth figures are leaders' own paired scores, the 198 examples of new behaviour were written down by colleagues and clients, and the 4.5 out of 5 rating is the clients' own. Nothing rests on self-assessment alone, which is what makes the results hold up internally.

Can leadership development be linked to commercial outcomes?

It depends on the design. Here the behaviours were practised in live deals rather than in a classroom, and colleagues recorded where they saw them. Two deals were directly credited by colleagues to the behaviours developed: a major project win, and the organisation's first digital transformation deal in a new market. Designing for that traceability from the outset is what makes it possible afterwards.

Why did the weakest behaviour grow the most?

Because it had the most room to move, and because it was the one the business most needed. Driving improvement and innovation scored 3.3 out of 5 going in, the lowest of the five, and grew 23%. Building trust scored 4.1 and grew 3%. Both are good outcomes: the first shows a real gap closing, the second shows an existing strength holding while attention went elsewhere.

How long does a programme like this take?

Four months per cohort in this case: three virtual workshops with peer coaching between, and a live feedback loop running throughout. The organisation ran two cohorts. The duration matters less than the structure, because the feedback loop is what turned workshop content into behaviour visible to colleagues and clients.

How do you stop a programme ending when the cohort does?

By building the continuation in. Alumni from this programme now mentor new cohorts, and nine internal facilitators have been certified to deliver it. That turns a single intervention into something the organisation runs itself, and the next phase extends the measurement to deal outcomes and retention, per leader and per deal.

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Building inclusive, career-ready teams in food manufacturing through bespoke digital learning

How Hemsley Fraser helped a global snacking and confectionery manufacturer turn its biggest people priorities, inclusion, dignity at work and clear career routes, into bespoke digital learning that fits how its people actually work, and that keeps pace as the business changes.

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consecutive years the client returned with a new people priority, 2024 to 2026

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bespoke solutions, each built in a different digital format

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priorities covered: inclusion, dignity at work, sales careers and commercial influence

eLearning & digital learning

The organisation

One of the world's fastest-growing snacking companies, with a portfolio of household-name biscuit, chocolate and confectionery brands. Some are global icons with more than a century of heritage, others are much-loved regional favourites, spanning sweet and savoury biscuits, wafers, cakes, premium chocolate and confectionery.

The business employs around 16,000 people across more than 20 factories in 11 countries, and its products are enjoyed in over 100 countries worldwide. Its workforce spans large-scale manufacturing sites, including some of the biggest food factories in Europe, alongside commercial, sales and central teams.

Hemsley Fraser partnered with the organisation's people and learning teams over three years to design a series of bespoke digital learning solutions.

The challenge

The organisation had clear people commitments: an inclusive culture, a workplace where everyone is treated with dignity and respect, and visible routes for people to grow. The intent was never in question. The gap was turning policy and values into something every colleague could see, understand and act on, from the production line to the sales team.

That meant reaching a dispersed, time-poor workforce, many without a desk or regular screen time, with content that reflected the organisation's own policies, language and culture rather than generic off-the-shelf material. It also meant giving sales colleagues a clear picture of how to progress, and sharpening the influence and data storytelling skills commercial roles depend on. And because policies, structures and priorities change, whatever was built had to stay current.

The solution

Rather than one large programme, Hemsley Fraser built a portfolio of four bespoke digital solutions over three years, each designed around a specific people priority and delivered in the format that best suited the audience and the moment of need.

Custom learning programmes & assets

Four bespoke solutions, each matched to the format that fits its audience: interactive guide, career pathway, live bitesize sessions and eLearning
Built around the organisation's own policies, values and language, so colleagues recognised their workplace in the learning
Delivered in phases from 2024 to 2026, with each solution building on what came before
An annual review cycle built in from the start, so content stays aligned with policy and business change

Building learning that keeps pace with your organisation?

If you need bespoke digital learning that reflects your culture, reaches every colleague and stays current as your business changes, we'd love to talk. Get in touch to find out how we can design solutions around your organisation's priorities.

Get in touch

FAQs

Bespoke digital learning is only worth the investment if people use it and it stays accurate. Here are the questions organisations most often ask us before they start.

Leadership development options

We start with who the learners are, where they work and how much time they have. Here, an interactive guide suited an organisation-wide inclusion message, a Foleon pathway suited sales colleagues exploring their next step, live bitesize sessions suited skills that benefit from practice, and eLearning suited a policy-led programme every colleague needed to complete.

Can’t find the course or asset you are looking for?

Building inclusive, career-ready teams in food manufacturing through bespoke digital learning

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The organisation

The challenge

The solution

Programme architecture

The four solutions

Building learning that keeps pace with your organisation?

FAQs

How do you choose the right digital format for each audience?

Can bespoke digital learning reach frontline and production colleagues?