Nearly two-thirds (65%) of British executives taking part in the survey reported that profit at their organisations could increase by 5% or more with a more efficient and better trained workforce. Jane Beine, head of employee development at John Lewis, one of the UK's biggest retailers which almost uniquely has its employees as its shareholders, agrees: "We know that having partners that are engaged with the business, that have the right skills to do their job and that are aware of career development opportunities can impact both our profits and the quality of our customer service".

Training at John Lewis takes different shapes and forms to suit the needs of its 81,000 employees, or indeed partners. On a dedicated website, each employee can find a training programme suited to their current role. The learning schedule will include activities suited to the employee's current position and any future one he or she might apply to. The programme is organised in modules ranging from borrowing a book to watching an instructional DVD to attending a week-long course. "As the majority of tools available are flexible, partners are able to learn when it is convenient for both them and the business", adds Ms Beine. The company also ensures that those joining from different career paths have a clear understanding of their new role and the kind of support available to them.

Aside from traditional training, employees also have access to Leisure Learning, which means they can enroll to externally run courses (eg. a formal education qualification, an I.T. course or learning how to sail) and John Lewis will pay for one-half of the costs. "Learning a new skill outside of their role enhances partners' career development because it teaches them new ways of thinking and working – and the ability to try something new is itself a very positive experience for the partners", says Ms Beine.