INVESTMENT in staff development is paying off in more ways than one for Medusa Hairdressing.
The Edinburgh salon group has earned a place on two shortlists - for the customer service award (see below) and the excellence in skills and learning awa
rd, for which it is up against restaurant firm Montpeliers and defence group BAE Systems Avionics.
The hairdressing industry has long had a reputation for poor pay among junior members of staff, but Colin McAndrew, creative director at Medusa, says the company has invested heavily in staff development "and the loyalty is unbelievable". He says the firm sends three staff to London every month where they can learn new techniques at another salon.
A total of 56 staff work across the group’s three salons on Bread Street, Constitution Street and Teviot Place, and all receive continuous on-the-job training. Mr McAndrew says Medusa carries out all its training during the day, unlike many salons which train in the evenings and don’t pay their trainees for giving up their free time.
"We get six assistants trying to join us every month, and we feel training should be done in our time - not theirs - while the salons are open for business."
Montpeliers, the cafe bar chain established 11 years ago, employs around 300 staff and training director Ruth Wither says it places great emphasis on encouraging people to stay in the hospitality industry.
Along with the eponymous Montpeliers eatery in Bruntsfield, the firm owns Indigo Yard, Assembly, Opal Lounge, Rick’s and Montpeliers Events. Ms Wither says: "When we first set out, we decided to invest in our people and develop them to make sure the quality of product and service was maintained."
She says the firm gives training to all its staff, whether they are temporary or permanent, allowing them to progress up the career ladder and enjoy enhanced rates of pay. "We also have a management programme that takes them beyond this," she adds.
Staff turnover has always been low, but Ms Wither says retention has been improved even further after Montpeliers established a bar- tending academy for staff to learn the art of cocktail mixing.
Nigel Borowski, human resources director for BAE Systems Avionics in Edinburgh, says: "Learning and development practice is one of the keys to creating a high performance company.
"We believe our Edinburgh site exemplifies the best in learning and development activity. As a firm with over 2000 employees we offer a tailored service to our people using a range of tools, including peopleportal, which lets staff check details relating to their employment online."
Mr Borowski says BAE, which developed the augmented reality computing headset in Edinburgh, recently opened a learning resource centre which is at the heart of the £2.5 million the group spends every year on training activities.
"It offers more than 250 online courses and a diversity in materials ranging from learning a language to improving project management skills," he explains. "To maintain and develop our success we need to ensure a steady flow of high-quality new recruits and in 2001 we relaunched our apprenticeship programme which currently has 30 young people studying for their Modern Apprenticeships."
Little touches which keep them coming backAPART from staff, most companies would tell you customers are the most important part of their business, and the three companies shortlisted for the customer service award include a pubs group, catering firm and hairdresser.
Saltire Taverns has been shortlisted for the customer service excellence award, and managing director Billy Lowe says the pub operator has built up a "very loyal customer base, exceptional rates of repeat business and a very high level of customer satisfaction".
He adds: "We like to surprise customers with our generosity and delight in customers expecting the unexpected. We pride ourselves on being ahead of the pack, and strive to be the best at everything we do."
The Edinburgh-based pub and nightclub operator owns the Frankenstein theme bar on George IV Bridge, which has sister establishments in Aberdeen and Glasgow, along with Capital nightspot Espionage.
It has a workforce of around 370 and its portfolio also includes the Golf Tavern in Bruntsfield, which dates back to 1456 and reopened in January after a £1 million refit. Mr Lowe says: "In a crowded market, we try to compete on style and quality. Added value is what we look for. The big success for us is our staff, and most of them have worked their way up after joining us from university, and they’ve encouraged me to start up the Saltire Academy to train them and fast-track them up to management material."
Catering group Heritage Portfolio is also in the running for the customer service title, and executive director Mark Miller says the Edinburgh-based firm can arrange everything for an event, from creative planning and organisation to catering, lighting and even security.
Heritage Portfolio was formed towards the end of 2002 following the merger of Heritage Hospitality and Portfolio Catering, and now employs around 85 full-time employees in Edinburgh. Portfolio, headed by Mr Miller, was the older of the two groups, having been founded in 1993. Heritage Hospitality was founded in January 2002 by Chris Robinson, the former head of Wheatsheaf catering and current chief executive of Hearts.
Last year, the merged company set up an internet-based food delivery offshoot, Beetroot Blue, and Mr Miller says there are plans to extend its reach.
"At the moment we concentrate on Edinburgh and Livingston, but we’ve converted all our existing clients on to the system so now we’re starting to look further afield."
Mr Miller says the Beetroot Blue service has performed "extremely well" since its launch, and the choice of menus range from platters of sandwiches to marmalade chicken drumsticks and chocolate fudge cake. Thirsty office staff can even order a can of Coke or a case of Beck’s beer.
Colin McAndrew, creative director at hairdresser Medusa, says the firm holds weekly meetings at its three salons across Edinburgh, and once a month the salons’ customer care managers get together to discuss new procedures and share feedback.
"We also look at client retention, which currently stands at over 80 per cent, but we’re trying to push that higher," he says.
Each client is treated as an individual, he insists, and the stylists will even note what type of clothes they are wearing to make sure their hairstyle will not clash.
Along with a high proportion of client retention, Mr McAndrew says the salons are bringing in increasing numbers of new customers.
To keep customers and staff up to date with developments, Medusa publishes a quarterly magazine which features company news and special offers and is given away free at the salons.
Mr McAndrew says: "It’s been massively popular because it keeps the clients informed."
