Gatwick Airport Ltd

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http://www.gatwickairport.com

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Gatwick Airport Ltd

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Featured Workplace Factors

My Company

83% of staff agreed

I believe I can make a valuable contribution to the success of this organisation

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

My Team

81% of staff agreed

My team is fun to work with

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

Giving Something Back

77% of staff agreed

My organisation encourages charitable activities

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

My Company
%

83% of staff agreed

I believe I can make a valuable contribution to the success of this organisation

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

My Team
82%

81% of staff agreed

My team is fun to work with

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

Giving Something Back
96%

77% of staff agreed

My organisation encourages charitable activities

In 2012, Gatwick set out to improve the quality and quantity of development conversations. Gatwick did this through the ‘My Development' roll out with a focus on personal and career development. This involved developing a brand, ‘Grow@gatwick' and designing a guide for all employees. The guide consisted of introducing employees to a 70/20/10 approach to development - 70% is ‘on the job', 20% learning with others and 10% is formal learning. The guide sets out expectations for the individual around preparing for a development review and the structure of the conversation itself. This was then rolled out through specific briefings, underpinned by a marketing campaign. The HR system, ‘MyView', was updated to support the personal development conversation structure with the Personal Development Plan (PDP), which enables both line manager and individual to interact and continually update the PDP. They then added the career development aspect supported by a range of resources. One of the biggest impacts came from four in-house Careers Fairs that were offered to all individuals across the business. The fairs enabled individuals to find out more about other functions, typical roles that are recruited for and the skills required as well as getting advice on career development. Reports are regularly run from ‘MyView' to ascertain development trends and needs so they can best support individuals. The most recent People Leader survey results showed that 83% agree or strongly agree that their line manager has ‘regular conversations with them about their personal development'.

Quick Facts

Organisation established in
Total number of UK employees
Number of UK locations
Employee average age
Male : Female employee ratio
Employees earning £35k+
Employee turnover (voluntary)
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Benefits

Long Service

Companies where at least 40% of the staff have worked there for more than five years.

Maternity

Companies offering at least 10 weeks’ full pay or generous alternative.

Pensions

Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.

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