A CAR dealership group will mark 60 years of trading next year with the rollout of a company-wide talent management programme.

Southampton-headquartered Snows Motor Group represents 18 motor manufacturers across 50 franchised dealerships.

It has three approved service centres, 12 multi-franchise used car centres and a stand-alone accident repair centre, employing 937 staff.

Its human resources department introduced a group-wide induction programme two years ago for employees at every level.

The new, staff-led talent management programme also starts at the point of hiring and is intended to give staff regular and comprehensive feedback on their contribution to the business, along with pathways to develop and advance their career.

Katie Snow, Snows’ development director, worked with the HR department to develop the programme.

She said: “The company has undergone a huge period of expansion in recent years and more recently of course, we have experienced a global pandemic.

“Like all businesses we have diversified and adapted, particularly online. But it is vital that all employees, new and established, can see the impact their contribution has now and going forward and are able to develop and reach their full potential.”

Under the programme, annual talent review meetings enable staff to measure themselves against Snows’ behaviours and indicators.

They chart their own development, the degree to which they have helped the business achieve its standards and whether they can improve upon this.

Ms Snow said: “The programme not only enhances our colleagues’ development, it will also result in continued improvement in all areas of our business.”

She said the first lockdown, which closed the company’s forecourts, had helped the business create the first rounds of the new programme.

“During the pandemic we were able to shape the framework, whilst our steering group and sales managers had their first training courses,” she said.

“From its early development to its continued rollout, maintaining the momentum and excitement of the project has been important to us.

“The most senior managers also took part in the first phase of the roll-out, undergoing their own talent review meetings and we are now continuing with a waterfall effect through the workforce.

“The programme will continue to evolve over time with regular feedback from our colleagues.

“So far it’s had a very positive response and we look forward to entering the second phase of the programme in February 2022.”