Our Group experienced important changes in 2010. We launched our Group-wide New Game Plan strategy as well as our common vision and set of values across the Group. In the U.S. we created Delhaize America to bring better coordination and efficiencies to our businesses there. However, we realized that we can only be successful in delivering against our strategy if everyone across the business understands the changes, supports the business objectives and how we intend to achieve them.

Engaging 138 600 associates in five operating companies across six countries is a significant challenge. With this in mind, all operating companies allocated the appropriate resources and creativity to develop a set of innovative training and communication programs to engage our associates. These programs proved to be successful in terms of associate satisfaction and business objectives. Following are some of the ways we accomplished this.

Delhaize Belgium: 'Oukilé le client' / 'Waar is de klant' (‘Where is the customer’)

Delhaize Belgium launched a new training program called ‘Oukilé le client’/'Waar is de klant' (‘Where is the customer’). This program, organized around a game, was facilitated by 450 associates who were trained to be the ‘trainers’. The game was provided to groups of 10 with the objective of reaching all associates, from our stores to offices, by the end of 2010. Due to the time and resources it required, the program was extended until the first quarter of 2011. The game consists of two main parts:

• Customers and strategy

  Customer survey outcomes are shared to generate associate reactions on how we are and how we would like to be perceived by customers. On a question and answer basis, each associate is tasked with developing ideas about what could be changed to improve customer perceptions, from both a strategic perspective as well as a value perspective.

• Values

  Values are a central part of the game. Each associate shares their definition of the values and how to put them in practice on a day-to-day basis.

The results were clear. One key outcome of this training is the increased understanding that strategy is not only for the management level and above.

What do our stakeholders think about it?

What strikes me most is to see how associates are engaged in their stores or departments. These workshops show that each associate can contribute to the improvement of the strategy if given the opportunity to do so.

Sandra Habils, training coordinator, Delhaize Belgium

 

Delhaize America: ‘Casual Conversations’

‘Casual Conversations’ was launched in 2010 for all Delhaize America leaders to use as a vehicle to talk with their associates about the new structure of Delhaize America.
The program consists of a kit that included an easy-to-follow facilitator’s guide as well as illustrations, which together helped facilitate informative dialogue. The strength of the learning material is the facilitated conversation design as well as the set of visual metaphors it contains that are both aimed at generating exchanges and moving away from a one-directional learning process.

This learning approach was initially used by Hannaford in 2009 and inspired the deployment of similar training programs across Delhaize America. Maps and visuals are at the center of three modules aimed at engaging associates around the retail industry and the business strategy, namely the current market, financial model and brand strategy.
While all Hannaford associates were trained in 2009, Sweetbay associates followed the three module-sessions in 2010. A specific part was dedicated to the common vision and set of values of the Group. The strategy module using the same learning approach will be continued in 2011, both for Bloom associates and at 186 Food Lion stores.

Innovative Training

Alfa Beta

All 10 000 associates at Alfa Beta attended a four hour workshop which explained the importance of our common vision and set of values. The aim of the workshops was to help each associate to incorporate these values into their every day work.

Mega Image

Mega Image launched a series of innovative programs across its operations to communicate the Group vision and values. Programs ranged from a contest (‘How do we find ourselves in Mega Image values’?) to dedicated values conversations and events to put in practice a specific value (for instance a football match for the value of determination). Those innovative programs were also backed up with videos, articles and training kits.

Super Indo

Super Indo developed training kits that included posters, booklets, tumblers, corporate merchandise and a presentation. Each leader was tasked with communicating with and educating their staff about the importance of living the vision and values—together. All associates participated in these sessions in 2010.

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