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In a knowledge based business our people are the differentiator and key to our success. Our objective is to attract, develop and retain excellent people by becoming an employer of choice. The contributions made by our people who not only live the values, but “go the extra mile” to demonstrate outstanding commitment continue to be recognised with Carillion “Values Awards” and in 2003 543 Awards were made.
2003 Target – All Carillion employees to have an appraisal at least once a year.
Managing the performance of our people is key to both their development and the success of the business. The appraisal process ensures that we all know what is expected of us, we get appropriate feedback on how we are doing and have the opportunity to improve and develop within Carillion.
The aim of this target was to champion the benefits of this process for our people and our business and in 2003 76% of staff participated in a review of their performance. We will continue to highlight the need for 100% of Carillion employees to go through this process.
2003 Target – Include sustainability in the employee performance review process.
To fully incorporate sustainability into our business strategy our people need to understand our principles for achieving sustainable development. The appraisal process is based on People Success Factors, that is the technical and behavioural competencies we expect our people to develop.
We have integrated sustainability into these People Success Factors to emphasise that sustainability is part of the way we work and to foster commitment to these important issues.
2003 Target – Demonstrate competency improvement on chosen populations of Carillion people.
By assessing whether the competence of our people is improving we can ensure they are getting the support and development they need. Two populations of Carillion people with different competencies were chosen.
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During 2002 Group A, the senior leadership population, were assessed against the leadership success factors to establish their strengths and development areas Group B, a technical population, were assessed against technical competencies critical to the future development of the business.
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Following these assessments personal development plans were identified for Group A and a matrix of competency requirements were developed for Group B.
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At the end of 2003 these populations were re-assessed. The results showed a general improvement in the competence of the populations.
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(Unfortunately, due to training restrictions this process could not be fully completed for some parts of the populations. We hope that it will be finalised in 2004.)
Our people are a key part of our 2004 strategy:
Strategic objective (2010)
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2004 Target
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Our approach is a significant contributing factor to at least 50% of our new starters.
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By end of year, sustainability will be a key “energising” part of Carillion’s Graduate recruitment process – “grasping hearts and minds”.
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For details of all our 2004 targets please see the Our Next Steps section.
More our people case records:
• Carillion Leadership Programme: A personal commitment to community engagement
• Dell Project: Developing a Sustainability Action Plan.
Also see our biodiversity and community sections to see the commitment of our people to sustainability initiatives.
For all of our best practice case records since 2001, please click here. |
