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Serco Aerospace case study

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Serco

"We now have people who know how to conduct an appraisal in a manner that enables them to understand the needs, desires and ambitions of others, and to help them agree development objectives such that they own them and are motivated by them."

Paul Lidster, training services manager

"From my perspective it was money well spent."

Peter Keeble, deputy director, support services

Serco Aerospace

Developing the mindset and competencies for effective appraisals

Serco Aerospace is based at Shrivenham, near Swindon. Serco is part of a 35,000-employee global organisation which provides a diverse range of services, predominantly to government bodies and public service industries. During the process of accreditation for Investors In People, Serco identified a need to strengthen its appraisal process and the associated skills of its staff.

Opportunity

To develop a consistent process and approach to the execution of appraisals and, in doing so, create a meaningful feedback loop for both the employer and the employees. To develop a culture and mindset where appraisals are perceived as a valuable and necessary instrument in a well integrated business management system.

Action taken by True North

A principle aspect of this work was the ability for the customer to be able to demonstrate compliance with elements of the Investors in People accreditation process. True North's approach fitted well with this need. The documentation of a thorough analysis of the customer's needs, the design of a bespoke solution and a highly inclusive delivery style all supported the successful accreditation for IiP.

Initial understanding of the needs was conveyed back to the customer to ensure a mutual understanding. Peter Keeble, deputy director, support services, commented: "I was impressed with the approach, the written documentation reinforced many of our own conclusions and this was valuable."

Following the customer's involvement in the design process, a development programme was delivered to two groups of managers from all levels within Serco, each comprising three half day sessions over a period of eight weeks. Throughout the programme the delegates' feedback from each session was shared with the customer and any appropriate changes agreed and implemented.

Results

Those responsible for carrying out appraisals and reviews are now using more consistent terminology and, importantly, that terminology is congruent with individuals who attach value to appraising and reviewing colleagues.