Case study
Develop our people
In a world where everyone wants the best tech talent, to meet the demands of the exponential pace of digital transformation, and there’s a global skills shortage, we took the early decision to build our own capability
Create a positive colleague experience like no other offer in the industry, investing in our talent and organisation to unlock our full potential
What we said we would do • Be a hub for cyber talent, and a quirky, distinctive environment
to feed the growing demand for our services and the growth of our business.
where individuals and teams thrive • Invest in learning and development
What we have achieved • 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 the North America and UK Assurance divisions following its successful pilot in Software Resilience (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 unconscious bias • Continued our partnership with Uptree and Capslock to improve the gender diversity of our foundation and classic entry programmes
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 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.
KPIs
Engagement score (Best Companies) One to Watch 2 (2021: One to Watch)
Attrition rate (%) 20.5%
Colleague engagement score 658 2 (2021: 643)
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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.
Link to risks
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1 S ee Note 3 for an explanation of Alternative Performance Measures (APMs) and adjusting items. Further information is also contained within the Chief Financial Officer’s Review and the Glossary of terms on pages 56 to 63 and 203 and 204 respectively. 2 G ood Organisations Ones to Watch is a special status awarded to organisations where workplace engagement shows promising signs for the future. Achieving a Ones to Watch status takes a BCI score of at least 600 and reflects organisations with “good” levels of workplace engagement. For further details please refer to: www.b.co.uk/accreditation/ ones-to-watch#:~:text=Good%20Organisations%20Ones%20to%20Watch%20is%20 a%20special,reflects%20organisations%20with%20%27good%27%20levels%20of%20 workplace%20engagement.
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