Holistic learning culture Last year some 441 McConnell Dowell employees, or half of its workforce, completed some form of training. The company has three full-time staff dedicated to training management, administration and delivery of 45 training courses.
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CATEGORY
staff
WINNionE+ R $25 mill turnover
Management programme and another 24 are enrolled this year. Despite this, Higgins says it is “not completely satisfied” with its qualification achievement rate – about a 40 percent pass rate for Connexis qualifications. “We are stepping up this programme in 2016 to improve the achievement rate.” The company is also supporting a group of cadets who are making good progress in completing NZDE and NZDEP and over the past two years has run programmes to help supervisors understand the key role that they play in training others. “In addition to this we have developed a range of tools to assist supervisors to train on-site. This includes tools for training.” Over recent months Higgins has implemented a number of training innovations that includes Document Access Network; a comprehensive suite of training programmes, videos, materials and processes accessible to staff online; and a mobile site vehicle with a TV training screen. Each year since 2013, Higgins has run a Young Fellas Camp for under 25-year-olds. This intensive two-day induction sows the seeds for developing a career at Higgins and in the industry in general. l
ecently, NZQA carried out an external evaluation of McConnell Dowell’s Private Training Establishment (PTE) status and overall it received a ‘Category 2’ rating after only 12 months of operation. The company delivers unit standard based health and safety courses that lead towards the nationally recognised Certificate in Health and Safety (Construction Projects Level 3). Training is delivered across all projects in New Zealand and the Pacific and all other training is identified through each employee’s Individual Development Plan (IDP) and is aligned with the company’s strategic goals and company values. Last year, 85 percent of the people trained were direct employees, the other 15 percent included non-employees, such as subcontractors working on the company’s sites. “The fact McConnell Dowell does not charge course fees for its training programmes is testament to its commitment and investment in its people,” says L&D manager Anand Naidu. McConnell Dowell says it has intentionally transitioned from a ‘training’ culture to a ‘holistic’ culture of learning and development. For example, as it is critical that people understand the training they receive (low levels of literacy and English as a second language are common in parts of its workforce), the company ensures trainees from diverse cultural backgrounds are well supported, and literacy and numeracy support is provided. “Good rapport between our trainer and trainees also contributes to the success of the training and in 2015 we achieved a 97 percent overall course satisfaction rating from trainees,” says McConnell Dowell. l CATEGORY
FINALIST s
$25 million plu turnover
AUGUST 2016 41
