Learning and development
By paying attention to the learning and development needs of our people, we enable them to achieve more in their career, enabling Carillion to provide skilled and motivated employees for both traditional and new areas of the economy.
Employee development and engagement is listed among our top 10 business risks. To this end, in 2012, in addition to our employment and training initiatives, we continued to invest in the learning and development of our employees despite challenges around costs, rapid changes to technologies and policy changes in areas of funding and apprenticeship frameworks.
Investing in our people
In 2012, we sustained our annual levels of investment at over £20 million in learning and development resources in the UK in organisation support structures, facilities, discretionary spend and new methods of learning. Working in close partnership with operational training teams in Energy Services, Rail, Construction, Infrastructure and Facilities Management, we further developed the Shared Service in the Carillion Academy. The anticipated growth and spread of apprenticeships occurred as predicted in 2012, and the new organisation introduced to manage them is set to support continued increases in volumes in 2013. Also, we rebalanced the Academy to underpin the rollout of e-learning. In 2012, over 7,000 licences to access the learning were rolled out, supported by over 70 programmes in the catalogue.
Our research into e-learning has driven the strategy that grows the catalogue slowly, and campaigns to encourage learning – so far over 1,000 modules have been completed with another 700 in progress. Access to the learning materials is by internet, and in 2013 we are planning to give educational bodies and supply chain partners access to the technology.
Tailoring our approach
The identification of learning needs is embedded in the appraisal and job chat processes that operate consistently across the job families and business units. The outputs from these discussions form the basis of Carillion-wide training plans that are costed and scheduled against budgets for delivery in the following 12 months.
Investment in online system Oracle has meant that employees have a single training record that can be accessed and reviewed by successive line managers, and stays with the individual throughout their career. In 2012, this process delivered almost 38,000 training days to the population with over 20,000 Oracle training records created. The balance of the records is held securely on contracts and local systems.
Other training solutions are developed in the Academy to meet new requirements such as legislative changes, new technologies, or corporate priorities such as leadership programmes.
The planning process is dynamic through the year but underpinned by the annual training planning process collated through the appraisal cycle.
The appraisal is aligned both to Carillion Values, and the leadership and people success factors that ensure emphasis is placed on ‘how’ objectives are delivered. In 2013, Carillion will be facilitating formal 360 degree appraisals for senior management to ensure a rounded approach to performance feedback.
The impact of our learning and development processes is reviewed within The Great Debate.
Carillion is continuing its support for a social mobility initiative
In January 2012, Carillion was among the first 100 companies to sign up for the Social Mobility Compact, a government-led initiative aimed at creating a fairer society through wider access to career and training opportunities. The Compact encourages companies to open up work experience opportunities to a broad range of young people in order to:
- raise aspirations in communities and schools through mentoring programmes and career talks
- make access to internships fairer and more transparent
- encourage non-discriminatory recruitment procedures.
Interns at New York University
Al Futtaim Carillion offered Mr V. V. Kartheek an eight-week internship opportunity at its New York University Abu Dhabi Project. He spent the internship within the planning department, and at the end of the placement he was recruited as a Junior Planning Engineer.
“Carillion has a good working environment and they never treated me as an internee during the internship period. I feel proud that I completed my internship with Carillion and now work with them as a member of staff.”Mr V. V. Kartheek, Planning Engineer, Al Futtaim Carillion
...providing access to learning and skills development for all employeesSee our progress against targets
e-learning programmes available to 9,000 employees
invested in learning and development resources in the UK
of employees supported on vocational, professional or internal structured development programmes
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