The BGL Group saw a need to better align their learning and development programs with their business goals. They partnered with the CMI to implement a Level 7 qualification program for senior/strategic managers delivered at BGL's offices. This program increased employee engagement rates and led to promotions and requests for further development, helping BGL retain skills and knowledge. The structured CMI program and online resources created a blended solution that met both learner and business needs. As a result, BGL has seen higher engagement, promotions of graduates, and new efficiencies introduced across the organization.

1. BGL Case Study
Carol Davies, Associate Director for HR, Learning
and Development; BGL Group

2. BGL Case Study
The Client The Solution
The BGL Group is the UKs largest privately owned Carol had heard of the CMI and their good
personalised insurance company. Selling car, van reputation. She knew her team wasn‟t big enough
and bike insurance, BGL own several significant to handle a development programme in-house and
insurance brands including comparethemarket, so started a conversation with a CMI Business
Budget and ibuyeco. They sell directly to customers Development Manager. Working closely in
and via affiliated partners including M&S, The Post partnership, the CMI quickly got to grips with the
Office, RAC and Auto Trader. Three thousand BGL Group, their culture and management
employees help service 3.5 million customers development needs. The Level 7 qualification
through three UK contact centres. The business is programme for senior/strategic managers was
growing with new acquisitions including the recent implemented with training led by highly qualified
purchase of French comparison site Courtanet. CMI experts at BGL‟s offices.
The Challenge Carol promoted the course internally with a joint
One of Carol Davies‟ first critical observations as CMI/BGL brand and requested applications for an
Associate Director for HR was that BGL‟s Learning initial two cohorts. Interest far outstripped available
and Development proposition wasn‟t aligned to the places and Carol has now grown the course to
group strategy. This scrutiny led to the development three cohorts with 20 graduates so far. The
of a three year strategy aimed at supporting the structured approach of the course is backed up and
business goals. One of the key objectives in that enriched by access to self-directed and just-in-time
strategy was the creation of a „capability for people‟. learning provided by CMI‟s online resource portal,
Carol says: “This was a great opportunity to leverage ManagementDirect, to create a total, blended
learning and development for our employees. I knew solution.
this was a chance to install a new development
strategy for everyone in the group and give structure “We worked hard to make sure the programme met
to management principles that would benefit the delegates‟ development needs and was aligned to
entire organisation.” the needs of the business.” The CMI was at the
core of this, adapting the programme to match
Supporting Carol‟s observation were low levels of objectives, working proactively to avoid a workshop
employee engagement recorded through BGL‟s delivery style that Carol didn‟t want, and providing
employee engagement survey. Davies again: “Our the credibility she required.
survey showed that employees didn‟t feel
development was available to them. This combined
with the lack of alignment to goals helped me create
a proposition for management development.”

3. The Results Why CMI?
The BGL Group has seen employee engagement Any provider working with the group needed to
rise dramatically since the programme started. The bring credibility and a solid track record - the CMI
latest employee engagement survey shows met these criteria and played their part as trusted
engagement rates are up from 58% to 63% with a partner well. Carol was particularly impressed with
rating of 70% for those who state they „improve their their ability to be flexible in their approach and
performance when they receive training‟. The results adapt the programme to suit BGL‟s specific needs.
sit against an industry standard employee Carol again: “The Level 7 qualification was
engagement rate of 42%, positioning BGL as well absolutely right for our business. We‟ve had
above average. A new culture of learning and enquiries from delegates who want to upgrade from
development has been introduced which is feeding the certificate to the diploma and that‟s something
down through the organisation resulting in new we‟re now exploring with the CMI. We‟ve
requests for training. established a relationship with them where we
communicate regularly - they keep up to date with
Carol says: “The CMI has been a big contributor to group developments to make sure whatever they
our success. As well as increasing engagement deliver matches our needs now and in the future.”
rates, I‟m delighted to say we haven‟t lost a single
delegate to another organisation, five of our
graduates have now been promoted and 11 have
requested further development. Retaining skills and
knowledge is crucial to our business and the CMI has
helped us achieve that.”
Carol is also seeing plenty of examples of efficiencies
introduced as a result of the training and a new layer
of communication and common purpose has been
introduced between delegates across the group.