Development opportunities are made available to all our people, enabling them to meet the core requirements of their role, to maximise their performance, and to enable their future career progression within Mitie – whoever they are.
Each business area, working in partnership with HR, identifies and implements initiatives to ensure all its people receive the training they need to be effective in their roles, ensuring full compliance with legislative and regulatory requirements and providing access to opportunities to further develop their careers.
We focus particularly on management and leadership development so that individuals at every level are equipped with the knowledge and skills needed, from first line supervisors, to middle managers and into senior and executive management.
An annual talent and succession review is led by the central HR team, with the CEO and each business MD, reviewing the performance and potential of the ‘top 100’ population. A structured talent and succession action plan is generated, owned by each business MD, detailing agreed actions to best develop and leverage capability and mitigate business risk arising from potential skills gaps.
The recruitment of graduate talent is of critical importance to support fresh thinking in the business. Mitie has forged strong relationships with universities across the UK to attract candidates from broad and diverse backgrounds. The Mitie Graduate Programme involves candidates completing a number of structured placements over a 12-month period, in different business areas, gaining practical experience working closely with our client base. The programme has now been successfully delivered for seven years, with +70% retention to date.
The Apprenticeship Programme
is an essential element of the talent and succession strategy. It has significantly grown in size and reach over the past four years, with a broad range of apprenticeships available to existing employees, as well as to school leavers and other young people – with a focus on attracting applicants from under-represented groups (female and ethnic minorities).
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Once apprentices have completed their programmes, they are encouraged to consider a higher level apprenticeship as part of an agreed career development plan. All apprentices are employed in a permanent role on starting their apprenticeship and upon completion. To date, over 40% of apprentices have progressed to a managerial role within five years of completing their programme.
Developing leadership and management capabilities
- Our Cleaning business will invest significant time and resource developing middle managers in effective leadership and maximising employee performance, engagement and retention.
- Our Technical Facilities Management business will further expand the delivery of the ‘Manager Essentials Programme’ across UK sites, developing core leadership capability.
- Building on the success from FY15/16, our Security business will provide further development to Operations Managers and Site Managers, increasing cross-business knowledge and customer service ethos.
Building on the success of the Key Accounts Programme, a next-level programme will also be designed and launched with Manchester Business School. At least twenty delegates will gain structured development in areas such as senior leadership, developing marketing-led strategy, commercial management and building effective relationships through networking.
Developing young talent
We will build on the previous success of the Mitie Graduate Programme, doubling the number of candidates that will join Mitie in September 2016, with the introduction of more specific Finance and IT-based graduate programmes.
We intend to support the Government’s initiative to increase apprenticeship numbers, with particular focus on extending apprenticeship delivery in our Healthcare and Catering businesses, and continuing the emphasis on expanding diversity across all of our apprenticeship programmes. Additionally, we plan to encourage a greater number of people to commence a Higher Apprenticeship Programme, particularly at levels 4 and 5, and we have started discussions with academics and a number of our competitors to develop additional sector-specific programmes at these levels.
We will continue to maintain our activity in a number of Apprenticeship Trailblazer initiatives across the sector to ensure that there are approved new standards relevant to our people in all the business sectors in which we operate. Additionally, we will continue with our efforts to encourage the adoption of apprenticeships amongst our supply chain.
The year ahead is likely to see multiple announcements regarding detailed operation of the new Apprenticeship Levy. We are staying close to developments so that we will be ready to maximise apprenticeship participation when the future arrangements are known.