Training and development
The number of training days per employee increased in 2016 and 101 people completed our leadership development programme. This programme not only enhances leadership skills but also gives people the chance to network and exchange ideas with colleagues from different parts of the Group.
During the year we sponsored 116 undergraduates and supported 639 people through NVQs and professional qualifications. We are also working with industry bodies and initiatives such as Construction United, Women into Construction and the 5% Club, a national campaign to get more graduates and apprentices into the UK workforce. In 2016, 5.3% of our workforce were part of the 5% Club, compared to 4.95% in 2015. Our 'labour desk' is another initiative to create work opportunities, enabling people to register for temporary work in the confidence that they will receive the same rights and benefits as other Group employees. By the end of 2016, 88 apprentices were registered with the labour desk.
Morgan Sindall Property Services further developed its 'Passport to Lead' management training programme in 2016 and adapted it for first line managers. The division secured funding for 15 managers to pursue Level 6 qualifications and launched an engineers' talent programme. All new positions were advertised internally as the division focuses on growing and developing its people.
We work hard to keep our employees informed and engaged with the business. Over 3,800 of our employees (65%) took part in an employee survey in 2016, giving us valuable feedback to help us become a better employer.
While employee turnover rates are falling, there is still room for improvement in some divisions. A certain level of turnover is needed to ensure a regular injection of new ideas and approach, which is why our long-term target is to reduce employee turnover to 10%.
Diversity and inclusion
Diversity is important if we are to have a broad range of skills and experience to contribute to our long-term success. However we are aware of the challenges facing our industry and the need to attract under-represented groups. Each of our divisions is reviewing its approach, for example our Fit Out division (Overbury and Morgan Lovell) has worked hard to increase the number of its employees under the age of 30. Our construction divisions organise visits to local schools and colleges to explain to young people the variety of career opportunities that the industry can offer. Some of our divisions work with organisations to offer long-term unemployed people and ex-offenders opportunities for apprenticeships and work experience.
Our priorities for 2017 are:
Not attracting the right skills and talent to the Group to deliver projects
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