A Message from Lord Pickles and Lord Blunkett, followed by Vidleos's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Vidleos is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

Young people love learning
through video
CTO Neil Grobler with
CEO John Mason
Vidleos is a cloud-based visual learning platform that is
designed for the hospitality and retail industries, helping
companies to train, develop and communicate with their
employees through video. Vidleos are also clear about their
desire to help young people to learn new things better and
quicker. They do this by making technology more engaging
and easier to use. This comes in contrast to the older, far less
inspiring methodologies. CEO John Mason offers a clearer
insight into this.
The idea
You have a minute when people first log in to a new system to make a good first
impression. This sets the tone for how they’ll learn and interact with your platform
right thereand then. Equally important is the training content – webelieve that
watching your peers tell their stories, share ideas and solve problems is more
relatable, believable andmemorable. All of this can be done, we believe, at their
own pace, anywhere and anytime.
Whenwe first designed Vidleos, we looked at how people were currently learning
in the workplace to understand where we could make a difference. Most of
this learning was done through aread-only approach like, for example, manuals
or e-learning (the worst kind).These tried systems were poorly designed and
underdelivering on the promise ofdigitalengagement.Little to no thought was
given to their development and refinement.
»CEO: John Mason
»Founded in 2013
»Based in the UK and New
»Services: Visual learning
»No. of employees: 12
Highlighting best practice
We also looked at how young
people were learning andconsuming
content at home. YouTube and
Google were theobvious leaders
in immediateknowledge sharing,
giving people what they needed at
their fingertips 24 hours a day. At the
same time, Netflix was winning hearts
and minds with a clever, easy-to-use
videostreaming service that put the
user in control of how theyconsumed
We wanted to be part of this change.
We firmly believe that learning should
be mobile first, bite-sized and highly
visual. After all, 90 per cent of retail
or hospitality workersdon’t have
computers ready at hand. It’s when
we realised the need for such changes
that we fully committed to video.
We therefore borrowed some of the
things that were serving peoplewell
in terms of access, design and feel.
In adopting this approach, we like to
think of ourselves now as the Netflix
The industries we serve best are heavily
reliant onyounger people entering
the workforce. They often have higher
staff turnover and employ people from
all over the world. This means that,
for 40 per cent of their workforce,
Englishisn’t their first language,
making itharder for them to learn
and comprehend what they need to;
much, in fact, is left for interpretation.
At best, the training is expensive,
complex and dull and never really sinks
in. By letting people learn by watching
their peers inaction, it mirrors and
reinforces how they would learn
on the job (i.e. by following people
around). Furthermore, you can do it
over and over again.
By doing what we do, we are making
a hugedifference to how people learn
and what people learn. So successful
are we in this pursuit that our most
recent clients have trained their whole
organisations in weeks (not months).
We started just under five years ago
and have seen our platform and
filming adoption levels double year
on year, purely from word of mouth.
When we get the opportunity to
show new companies what we do,
for most it’s like a light bulbmoment
– theycan’t wait to start. We are very
lucky in that we seem to attract the
righttypes of businesses thattruly care
about their people, like Wagamama,
Bill’s, Busaba and Gails.
Better learning through fun
and engaging peer-to-peer
By doing what
we do, we are
making a huge
difference to
how people
learn and what
people learn
We typically start with induction,
compliance, service, new menu and
standards videos. These are followed
by areas of the business that require
more agility, with some of our
clients helping in the production of
We also learnt thatfilmmaking and
storytelling were equally key to our
success. We’ve done thousands of
videos where we have worked with
the client to craft, script, shoot and
edit their brilliant stories carefully.
This side of the business has grown
fromstrength tostrength – we’re all
incredibly proud of the work we’re
doing in this area and the team we’ve
built around it.
We’ve really focused ondelivering
qualitycontent but also, at the same
time, working hard on making our
service affordable and sustainable.
When compared with the previous
methods our clients were using, we’ve
typically saved ourclients 50 per
cent of what they were spending on
We haverecentlymade a move
towards curating our own content
with industry experts. This, as it should
be, will come free with our platform
and is making a massive difference
in how people are learning. Most
importantly of all, this is yielding
amazing results – what used to take
a whole day being talked about now
takes an hour, saving money and
producing betteroutcomes.
The future
We will continue to listen to the
needs of ourclients andlearners
and produce morecontent. We also
believe that peer-to-peerlearning will
become more prevalent and more
widely regarded as a faster way to
imbue knowledge. Moreover, mobile
phones now give everyone the power
to share and bank knowledge on our
platform. We think that this new wave
of learning will become increasingly
driven from the bottom up – which is
to say that people will ask for help and
share things on demand to train their
people better and solve problems. We
have baked this into our platform, and
companies are already embracing it.
Lastly, we are proud to be working on
initiatives that will drive more young
people into hospitality and retail,
setting them up to learn how to start
looking for employment, succeed at
job interviews and understand actual
workingenvironments. We want them
to understand that there are plenty
of opportunities outthere; taking
advantage of them just requires the
right attitude.
We will also share some of our
inspiring storiesthat we’ve filmed,
like – for example – people who
started out asbaristas and went on to
become general managers, operations
managers or even CEOs. Ultimately,
we want to make a difference for
anyone wanting to start – something
we will achieve by helping them to get
their first jobs and to understand what
they can expect on day one.
We’ve really
focused on
delivering quality
content but also,
at the same
time, working
hard on making
our service
affordable and
Vidleos platform, on all

This article was sponsored by Vidleos. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister