Case Study: How to grow and keep your brightest and best
This family-owned UK civil engineering and construction company of 1800 engineers knew it had to innovate to succeed in a highly competitive marketplace. So talent was key to their strategy. Yet the company was losing its brightest 25-35 year olds to the competition.
People didn’t know they had been identifed for fast-track development. No-one was told how much they were valued. The pressure was on for a small HR team to come up with a different approach and they asked 3C to help.
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A very useful and practical course with great use of video! It focused on the essentials and really enabled learning through plenty of interaction.
Delegate, Regent’s University London
…3C have had a big impact on how we think about and manage performance. The interactive development sessions for all managers and introduction of core competencies have really opened our eyes to how we can keep our highly skilled workforce engaged and motivated. Our engineers and project managers are starting to see managing people as a key set of skills that can be learnt and developed, and are enthused about the next stages of the programme.
David Hancox, Chief Operating Officer, Structa LLP
Having analysed the feedback sheets (nearly 1000), over 78% rated the session 7 or higher. Even better, 95% said the training helped them in their next appraisal, so all in all, very positive indeed. This is remarkable for a mandatory training session!
Sonia Young, Human Resource Services, Anglia Ruskin University
...thank you for the expert work you and your colleagues at 3C have done to help set our objectives and implement our strategy. I did not fully appreciate the benefits until I saw how it has worked out this year. There has been visible change in focus. Much of the success was due to the clear and engaging way you presented the issues to senior staff.
Professor Steven Cowley, CEO, United Kingdom Atomic Energy Authority