Q&A: Hendy Group’s Sarah Martyn

In this article: Hendy Group’s People Director, Sarah Martyn discusses how the company keeps it staff trained and motivated

What are the key education and training requirements for people joining the company?

People are at the heart of our operations and we are always on the search for talent at Hendy to build sales, aftersales, technical and group wide leadership capability. For some roles there is a minimum level of skill or experience required, but we’re looking for individuals who have a passion for learning, approach their career with commitment and who strive to create a positive experience with our customers and their colleagues.

How do you source talent for your organisation?

We attract talent for Hendy through our own website, social media forums such as LinkedIn, Facebook and Instagram, relationships with key suppliers and increasingly by developing our internal talent. We also take part in initiatives that support early careers and will continue to build relationships with schools, colleges and universities across each of the regions.

What apprenticeship training schemes do you carry out?

While a significant number of apprentices are hired into technician roles, we also support apprentices to develop careers in our group functions including marketing and purchasing.

How are you managing the new skill-set required for the switch to electrifed vehicles?

As you would expect, our partner manufacturers supply a great deal of knowledge and support in this area, but alongside that we also invited the Energy Savings Trust in to deliver a presentation around ultra-low emission vehicles (ULEVs). It’s helped us form part of our learning and development strategy throughout all departments. Taking what we have learned, ULEVs now form part of the technical and skills training delivered through our academy and leadership teams in both sales and aftersales.

What leadership development programmes do you run?

Our management development programme is IMI accredited and has developed more than 200 of our managers over the last two years. Our talent and succession planning sessions are key to informing leadership development requirements each year. Our senior teams recognise how important regular dialogue is on the development of today’s leaders, our emerging talent and to our leaders of the future.  

What is your key focus for the next six months?

Simply put, the people agenda will focus on the way we recruit, the way we pay and reward and the way we develop the skills and capabilities of our people. We aspire to be a magnet for talent and a place where colleagues choose to be, where everyone can enjoy a positive working environment that is inclusive, recognises performance and provides outstanding personal growth opportunities.

Our aim is to create an employee experience that mirrors our customer experience and in doing so strengthen our employer brand to attract and retain the very best talent in the industry.