DEVELOPING THE TALENT PIPELINE Karen Wright Talent and development manager

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

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

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……..

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

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

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