1. DEVELOPING THE TALENT PIPELINE
Karen Wright Talent and development manager

2. WHY IT MATTERS 55% of employees are over 45 90% of employees are male
Over a third of employers face difficulties when attracting those with technical, operational and engineering skills and those involved in driving – specifically LGV drivers.
Oct 2016 Pye Tait, Labour market intelligence study, Quarrying, mineral products and mining

3. HANSON’S APPROACH ‘Trailblazer’ apprenticeships Graduate programme
Updated performance management
processes, succession planning
Training matrices and management
development programmes
Inspiring Futures – STEM
Ambassadors
LEAD programme

4. LEADERSHIP, EDUCATION AND DEVELOPMENT (LEAD) PROGRAMME
Developed in 2011 with Institute of Quarrying (IQ), Institute of Asphalt Technology (IAT), Concrete ///Society, Mineral Products Qualifications Council (MPQC) and University of Derby (UoD)
On job programme with academic studies through UoD
3 year programme to Foundation Degree with +2 years to Honours Degree
Levy funded
48 LEAD trainees since 2011 and +66 planned over next 5 years
Pipeline of supervisors and managers
Don’t just take my word for it……..

5. BENEFITS Lowered average age since 2010 from 49 to 44
Development of extended talent pool
Current managers also engaged
By years 2-3 LEAD apprentices adding value to the business = ROI delivered

6. LESSONS LEARNED – TOP TIPS FOR MAKING IT WORK
Whole company approach:
Robust recruitment
Pastoral care – including mentoring from senior managers/directors
Build on-the-job programme around future roles
Harness apprentices’ enthusiasm
Keep their managers involved with the programme
Accept that you will lose some

7. THANK YOU