Background – Using survey data to inform career development needs
ETS has partnered with Taylor Wimpey (TW) on its colleague listening programme for over a decade. This started with delivering an annual all-colleague survey and an exit survey, which each capture a wealth of insights to inform their people strategy.
In 2023, survey data pointed at an opportunity to improve their career development offering. Further exploration uncovered a critical group to focus on supporting more – their ‘2+ Successors’. These are individuals 2-4 years from being ready for their next role and whom TW were extremely keen to retain for their knowledge and expertise.
Approach – Devising a data-driven programme for delegates
ETS undertook a qualitative diagnostic, coupled with a deeper dive into quantitative data from the 2023 colleague survey, and a desk-based review of the TW learning offering. Our team also worked closely with those managing programme delegates at TW to discuss how they would support. Following this, a programme blueprint was co-designed with key internal stakeholders.
Next it was agreed that ETS would pilot the programme with one division of c.600 colleagues at TW, to review and refine the programme content before rolling out to a wider audience.
The final programme included the following components:
- A personality profiling exercise
- A 121 debrief with a career coach
- Half day 121 career visioning session for each delegate
- A two-day in person group event
- Access to an in-house mentor (trained by ETS) and 121 coaching.
The entire programme was underpinned by the ETS ‘Make it Stick’ methodology as a foundation, and was led by an ETS Senior Consultant.
Outcome – Successful pilot driving clear improvements
They were able to demonstrate several results and benefits from the pilot programme, including:
- Development conversations more than doubled
- Prior to the programme the division had 3 “ready now” successors. It now has 11 (almost 4x coverage)
- Directors are now willing to move geographically for development opportunities. Historically this was a challenge at TW.
Business Impact:
- In the next (2024) colleague survey, 81% of people agreed they are ‘clear about how to develop themselves/their career at TW if they wish to’ (+8% improvement YOY)
- Succession was historically very linear; as a result of this work TW are now seeing secondments and appointments into different functions
- The pilot programme uncovered 10 more colleagues in the ‘Ones to Watch’ population, significantly strengthening the TW talent pipeline
“The impact of the development interventions supported by ETS has been notable. Our line managers and successors are significantly more engaged in developing themselves. I’ve seen this first-hand during site visits. It is extremely encouraging to see this level of energy around development. It bodes well for the future talent pipeline and sets us up superbly.” – Shaun White, Divisional Chair, Taylor Wimpey
For Case Studies & Insights on People, Culture, Leadership & Transformation, if you’re not already receiving our emails: Register to Join the Business Culture Community for Free