Developing people

Our performance

KPI 2016 2015 2016 performance
against short-term target
Short-term target (2016) Medium-term target (2020) Horizon ambition
Number of training days per employee 3.9 3.4 Above average compared to 2015 industry benchmark 4.5  
Voluntary staff turnover
13% 16%   16% Below 12% 10%
  • Achieved or exceeded short-term target
  • Performance within 10% of short-term target
  • Performance 10% or more worse than short-term target
2016 performance

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.

Engagement
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.

2017 focus

Our priorities for 2017 are:

  1. To continue to invest in training and developing our people, including apprenticeships, graduate programmes, professional development and NVQs
  2. To continue to invest in our leadership development programme
  3. To review our approach to diversity to identify a possible business differentiator
Risk/opportunities

Not attracting the right skills and talent to the Group to deliver projects

Impacts

  • Increased employee turnover
  • Difficult to maintain the highest levels of customer service and technical excellence
  • Inability to deliver projects due to lack of relevant skills

Mitigation

  • People Promise has been deployed in all divisions
  • Monitoring future skills and capability requirements
  • Further investment in graduate and apprenticeship schemes to secure an annual inflow of new talent
  • An annual employee appraisal process is in place, providing two-way feedback on performance
  • Training and development plans seek to maximise relevant skills and experience
  • Succession plans in place across the Group
  • Staff leaver and joiner feedback is obtained to understand reasons for change
  • Remuneration packages are benchmarked where possible

Opportunities

  • Increased attractiveness of the business to skilled and talented employees
  • Development of in-house capability
  • New leadership development programme

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