Performance management Our ambition is to be known as a hub for cyber talent, a place where people can develop personally and professionally. We offer a broad range of career options across our technology, sales and professional practices. We are creating an inclusive environment to grow, and we have an embedded transparent performance management process. Colleagues and their managers are encouraged to meet on a regular basis to review performance, with a formal and documented bi-annual process at the half-year and full-year stage.The performance review plays an important role in supporting colleagues’ personal development opportunities, while providing role purpose and clarity. The introduction of career paths to guide career options, our commitment to internal mobility and the open approach to vacancies support our ambition to retain our talented teams and enhance careers within the Group. Learning and development We provide tools and access to learning so colleagues can take responsibility for their own development – including LinkedIn Learning. We build learning and development programmes to support colleagues to develop their careers through technical certifications, and further and higher education qualifications to build the cyber and professional skills to secure growth in the future. Dedicated sales and technical training academies further enhance our offering. We are proud to have established our Next Generation Talent programme, which provides opportunities for talented new entrants to the cyber industry and we are ready to launch our foundation programme encouraging greater diversity by providing an additional non-traditional entry route into cyber. Career pathways We are investing in career pathways to support colleagues to clearly see how they can progress and, supported by our performance management and development process, understand what skills and experience they need to do this. The career pathways have been rolled out to colleagues in technical and sales roles in the UK, across several of our professional functions, and continue to be developed for our global business, building on feedback from colleagues themselves, alongside professional input. Spotlight: Enabling the next generation of talent In a world where everyone wants the best tech talent, to meet the demands of the exponential pace of digital transformation, and with a global skills shortage, we took the early decision to build our own capability to feed the growing demand for our services and the growth of our business. Building on the strength of our Next Generation Talent programme, we started searching for future cyber talent in completely different sectors. We look for people with the attitude and aptitude to start a career in cyber who, with support of a tailored training programme, could discover and unlock their full potential. Of the 115 people who joined our programmes in the UK, North
To support our mission, and to enhance our position as a hub for cyber talent, we also continue to take part in industry conversations relating to careers and learning and development for cyber skills and the global skills shortage. In March 2022 we contributed to the UK’s Department for Digital, Culture, Media and Sport’s (DCMS’s) consultation on “Embedding standards and pathways across the cyber profession by 2025”. NCC Group has a vital role to play in the future of the cyber security industry. Gender diversity We take our role as a responsible employer seriously and see the UK requirement to publish gender pay gap figures as an important step towards transparency around a key issue within the broader world of business. We recognise steps need to be taken to continually improve our gender mix at all levels as part of our broader strategy. Read our latest Gender Pay Gap Report online: www.nccgroupplc.com/sustainability/social/gender-pay-gap. Key achievements • Launched a career framework and learning pathways pilot for our UK Assurance delivery colleagues across technical, consulting and management functions • Launched the Next Generation Manager programme in North America and UK following a successful pilot in our Software Resilience division (where 100% of the initial cohort are now in manager roles) • Promoted over 280 talented team members • Gender decoded our job adverts and piloted the redaction of CVs to remove unconsious bias • Continued our partnership with Uptree and Capslock to improve the gender diversity of our foundation and classic entry programmes. Future focus FY23 will be the year we focus on improvements to the colleague experience at NCC Group, with investment in onboarding and global career pathways building on our pilot in the UK, and redefinition of a compelling colleague proposition, underpinned by investment in leadership and management development. We are committed to improving the gender balance in our organisation through partnerships and outreach. America and APAC, this included Emma, who joined the UK programme as a former childcare specialist and has been offered “the greatest career growth for her future in cyber security”, and Nick, who left his job as a recruitment consultant in Florida to start his “dream job” with NCC Group. In parallel, we introduced career paths linked to each of our technical job grades focused on structured progression for our more experienced consultants. The promotions create space for the junior consultants we have trained – it’s a win/win for everyone. This resourcing engine has fuelled our growth in FY22, creating opportunities for our colleagues and a reduced reliance on the external labour market, and has secured top talent to deliver for our customers. See pages 34-35 of the FY22 Annual Report for more
NCC Group Communication of Progress | Page 8
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