These eight specialists have all shown a strong commitment to upskilling their employees while also implementing superb strategies to retain the best talent.
Specialists 2017 Training Abbey Pynford
Abbey Pynford Geo Structures
Abbey Pynford Geo Structures has developed its own suite of bespoke instructional videos for all site operatives, labour-only subcontractors and staff, which are short and specific to works on site. These have also all been translated and dubbed into languages spoken by the company’s foreign nationals to ensure full comprehension.
Following a review, training expenditure increased from £37,000 in 2015 to £80,000 in 2016, with each member of staff having a five-year development plan that details their training against business evolution and personal progression.
Specialists 2017 Training AFI
In 2016, AFI became the first powered access company to gain the Institute of Customer Service’s ServiceMark accreditation after earlier achieving its TrainingMark award.
The firm has continued to increase its training provision year on year. In 2012, it carried out 845 days of training against a headcount of 344 – while in 2015, it carried out 1,884 days against a headcount of 452, a big increase. The size of the internal training team has also increased from just one person to a team of five.
Specialists 2017 Training Cementation Skanska
Cementation Skanska introduced two company-wide programmes in 2016, focusing on upskilling managers in delivering contracts to tender margin and reducing margin fade, thus maximising profits. It also re-designed its leadership development portfolio, with 60 employees sponsored.
Development activities across the company are also adapted to each person, driven by a personal development plan and recorded online with yearly appraisals. The specialist was awarded Investors in People Gold in 2016, with over £1,000 invested in training per employee.
Specialists 2017 Training Erith Contractors
Demolition specialist Erith Contractors has guided the first intake of apprentices through their initial training and job placements as part of its new Passion Project, of which it was a founding partner alongside the Institute of Demolition Engineers and the National Federation of Demolition Contractors.
This initiative is designed to work collaboratively with young people to identify a career that matches their interests. Erith’s own internal training division has achieved a 20 per cent uplift in training across the group, with apprentices working across the company’s sites.
Specialists 2017 Training GKR Scaffolding
In 2014 GKR launched its internal academy, giving operatives the chance to progress to supervisor then manager level.
Last year saw the first selection of delegates graduate from the academy, with all supervisors attending and passing 10 modules to gain the ILM Level 2 Certificate in Leadership and Team Skills.
Overall, in 2015 the firm dedicated 352 days to training employees, and at the time of entry in 2016, GKR had already dedicated 453 days of training to an average of 280 employees.
Specialists 2017 Training O Donovan Waste Disposal
O’Donovan Waste Disposal
To offset a shortage of drivers, O’Donovan Waste Disposal has put in place a comprehensive training strategy, Training Plus, which incorporates compulsory and optional training.
A total of 60 staff members were put through NVQ Level 2 and 3 WAMITAB training courses and underwent safer urban driving training.
The firm has also introduced Safety 2015 and Beyond – a complete overhaul of its health and safety operations, creating dedicated handbooks for each member of staff.
Specialists 2017 Training Priddy
Priddy Engineering Services
Priddy Engineering Services has grown its turnover hugely over the last six years, investing more in skills and training throughout that period.
The company has forged strong ties with local colleges and schools to promote vocational learning and apprentices, including working closely with Weston College to support two electrical apprentices to complete their NVQ status.
MD Andrew Blunsdon is chair of education and training at the Building Engineering Services Association, reflecting the company’s wider commitment to skills.
Specialists 2017 Training Spie
Last year, Spie introduced a number of training programmes to cover employees of all levels.
For apprentices it opened a dedicated training centre for overhead linepersons, while its new academy helps further the skills and capabilities of project managers. Spie’s leadership development programme brings together senior management from across the company to develop in key areas of leadership.
The past 12 months also saw the company’s UK mentoring programme rolled out company-wide, forming part of the firm’s talent management strategy.