EP Magazine

Has Springboard created a lasting legacy?

Chris Sheppardson met with Anne Pierce, CEO of Springboard

There have been endless discussions about the need for industry bodies to come together and merge. Springboard has been central to this debate. For the past  decade, it has been one of the industry’s leading charities. It has many admirers, and its critics. Some believe that their work has made a real difference; others question this and wonder if it is involved in too much and spread too thinly. It is also asked whether the industry is perceived any differently today than it was 12  years ago. Has Springboard created a lasting legacy?

In the past 12 years, much has been invested in supporting Springboard’s work. It was always going to be a tough assignment, as back in the mid-nineties the industry faced a severe skills shortage with little strategy and wanted an organisation to provide the solution.

Anne took over the reins at Springboard in November 1997 and has led them ever since – receiving great praise and an MBE for her services to industry. She has  also had critics, who have questioned whether Springboard has made the necessary progress, improved the perception of the industry and built a legacy that will last.

So where does the truth lie and where do Anne’s own thoughts stand on some of the key issues?

EP: Some question whether the industry needs so many industry bodies and whether it would be better if some came together?

A: This is a question that has come up time and time again and there are arguments for doing so. However, in my experience, when organisations have merged,
new ones are soon created to fill a gap in the market. Yes, some rationalisation may be good but the nature of the hospitality industry is very fragmented. I’ve worked in the sector for 25 years, and there are different agendas involved, which I do not believe would be served effectively by one single body. Whilst it would be ideal to have one over arching body, this is not realistic as I believe the main bodies all have different roles to play. As far as Springboard is concerned we are  unique – no other organisation does what we do promoting the industry day-in, dayout and improving perceptions. At the end of the day, industry bodies, like  companies, are subject to economic laws – the market is the ultimate judge. Industry associations that provide the most value will be the ones that survive because they will attract funding. Springboard will continue as long as our supporters and partners continue to see value.

EP: There are those that question whether the industry is truly perceived in any better light than it was back in the nineties and whether money invested in the past  decade has made any real impact.

A: I believe perceptions of the industry have improved – especially with young people. The world has changed so much since 1997. Springboard’s progress was perhaps slower in the early years because we did not have the benefit of the internet! However, our Perceptions Research year on year has shown that young  people’s views of our industry have improved.  The attitude of young people is far more open and positive towards the industry today than it was when we first launched Springboard. The numbers seeking advice and guidance and participating in our programmes have increased considerably. Springboard is a small charity, so we have limited resources. It is said that we punch above our weight, which is probably true as people think we are bigger than we are. In reality our work is not about waving a magic wand. There are long-standing, deep-seated cultural issues related to service in the UK that will not disappear overnight. In my view it will take a couple of generations to change and, of course, we do not operate in a vacuum – events like the recession and 9/11 have an impact. Our job is to climb a mountain and we are probably 50 percent of the way up. There is still much to do but we have made good progress.

EP: Certain critics argue that Springboard is involved in too many things in the past.

A: Looking back in retrospect, yes, I think that in the past we have been drawn into too many projects. But one has to remember that we were new and learning the ropes. We were not sure what would work and so we tried different things with mixed results, and there are some things that we would not do again. Our current business plan is focused on a number of things: ensuring that young people understand pathways into hospitality careers or a job by providing career information, and working with schools to provide educational resources that are focused on the industry. A major focus is improving the quality and facilitating work experience and work tasters, which are proven to be the most influential factors in making career choices.  Ultimately, Springboard is part of a relay. Once we get people through the door, it is then over to industry to retain them – we ‘get them in,’ then we pass the baton on.

EP: From your perspective, what is the scale of the challenge ahead?

A: Right now many companies are focused on survival, so investing in attracting talent for the future may not be top of the agenda. Yet, if we do so now, we will be ready when the upswing comes. But the biggest challenge here is with government funding. I suppose whoever wins the election, I think question time that there will still be a real emphasis on reducing unemployment. The main change will be that rules governing funding allocation will be tightened, so we will be under more scrutiny in terms of what is delivered, and money will be harder to get. From Springboard’s perspective, we have come quite a long way but we still have a way to go.  Our challenge is to galvanise significant industry players and focus on the key sectors that need it. It’s important to ensure that we ‘influence the influencers’,  and they are not always easily identifiable or in one place; parents and teachers are not easy to reach. We also need a sustainable campaign for job centre staff,  but this has been a group with high labour turnover, now facing public-sector cuts.

EP: Where have the real successes been?

A: Our Ambassadors programme has been a genuine achievement. It’s a volunteer-based concept where people working in industry attend a variety of external
groups and promote industry. They are doing this with the endorsement of their employers, so it’s a really positive way of promoting an employer brand and the industry at the same time. To me, they work in the same way as football clubs’ talent-scouting systems who have teams of scouts looking for talent. This programme is similar. Of course, FutureChef is a major success nationwide, helping more than 7,000 12-16-year-olds learn how to cook, and to learn about careers first hand – we are now seeing this as an important pipeline of talent into the industry. Moving Springboard into a position where it is nationally recognised as an  organisation. We are positioned very well in certain parts of the industry, including within schools. We reach more than a million people a year, facilitate 20,000  tasters and introduce thousands of people into careers or jobs each year.

EP: What are your aspirations and hopes for Springboard?

A: As I said earlier, I think we are half the way there. We have completed phase one. My vision for phase two is that we will continue to improve perceptions of the industry, attract more indigenous talent but put more focus into the areas that are needed. We want to positively impact on people’s lives and get our industry to be able to change people’s lives. Sometimes this job can be tough and stressful. There will be times when you wonder whether it is worth it, but at those moments I just think about those people where we have changed their lives or made a real difference, and that inspires me. Our job now is to inspire more and more people, and that is a great cause.

So what were our thoughts as we finished?

Springboard has built the foundation stones to create change, but there is no lasting legacy as yet. That will need to come from industry, and the question left hanging in our minds afterwards was whether industry is really expecting this one organisation to complete the task it has started. One organisation can only achieve so much and it does need others working alongside if a real legacy is going to be created.

(Photo credit: Susannah Fields, Flashfields Photography)