Sustainability Report 2011 - Balfour Beatty Rail

Healthy communities
Talent and development
Leadership development
The Group launched a step change in its Leadership Development
in 2010 when it delivered the “Leading Change” programme
in partnership with Duke Corporate Education. Since then over
500 senior leaders from across the Group have attended the
programme, which aims to promote the effective management of
change through a series of largely Safety and Sustainability-related
case studies. A Group-wide 360 feedback tool and common
Performance Development Review process have also been
introduced in support of the leadership development agenda.
Group Development Programmes 2011
No.
Feedback
participants
scores
Leading Change –
>80% positive
Driving the Safety Agenda
Group Management
210 (average)
Development Programme
Graduate Development –
34 90% positive
Personal Leadership
Graduate Development –
422 93% positive
Project Management 347 89% positive
Thanks CEO
As part of the Graduate Development Programme, all UK
graduates are invited to small group meetings with the CEO,
or other members of the Executive Committee to discuss their
experiences in the Group over the last 12 months, plans for
the future and priority areas for the Group. After his meeting
with Ian Tyler, the Group CEO, Dave Vallender, a graduate
in BBUS, commented:
48
Talent Pools
Total Talent Pool Membership – 267 – (16% women).
Successor to seniors management – 267 (13%
women), Emerging Leaders 71 (21% women).
The Group manages Leadership Development through a
series of Talent Pools made up of those with high potential.
In the past 12 months, to compliment the focus on ensuring
the right development plans are in place to fulfil potential
and accelerate progression for this population, the Group
has undertaken some analysis to ensure our Talent is more
representative of the diversity of the organisation and the
communities we serve. Although overall 16% of Talent pool
members are women compared with around 24% of our
employees, we are pleased that, at the more junior levels,
21% of our Emerging Leaders are women, a figure that is
broadly in line with the proportion of women in the business.
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“I would like to thank you for the
graduate day, I found it extremely
interesting and beneficial. It was great
to meet with Ian Tyler, and the other
graduates. I am now actively looking at
where I want to be this time next year
and what I need to do to get there.
The day has really opened my eyes.“
Dave Vallender, a graduate in Balfour Beatty Utility Solutions
Practical application
The Group’s Management Development Programme for senior
leaders aims to combine strong conceptual content with practical
examples from across the business to support the application of
learning. The practical examples are typically prevented by relevant
members of the Executive Committee. Delegates reported that the
formal session on strategy provided “Good coverage of a wide
variety of Business Strategy depth…” whilst the session by Dinos
Vassiades, the Group’s Planning and Development leader, was
“A really good insight into how the Group applies the principles.”
Our plans for 2012
2012 is an exciting year for the next iteration of a progressive talent
and training agenda in the Group. The Group will launch new
leadership programmes, the Advanced Management Programme
and the Executive Leadership Programme (designed to support the
transition to Operating Company and Divisional Leadership Teams
respectively). It will also launch a Group-wide definition of High
Potential to underpin our identification of talent and potential, and
we will refresh the Leadership Framework in light of strategic
priorities. Finally, the Group is looking to deliver the next stage of
its Leadership Development Framework building on our successful
partnership with Duke CE.
Annual Appraisals
Annual performance appraisal covers all employees
46% (50% 2010) and staff 59% (59% 2010).
Almost half of our people had a formal annual performance
appraisal in 2011 and prepared performance objectives
and a development plan for 2012. In order to maintain the
momentum on creating a high performance culture the
Group extended the consistent performance management
and development review process from senior leaders in the
Group and Divisions to Leadership Teams in our Operating
Companies in 2011–2012. In applying a consistent and aligned
approach to performance and development planning in this
population, the Group is looking to drive mobility and career
progression on the back of common performance standards.
It is also looking to respond to common development needs
in an integrated leadership development framework.
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Balfour Beatty Sustainability Report 2011