CH2M Networking Employees

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1 CH2M Networking Employees Company information CH2M is dedicated to tackling its clients toughest infrastructure and natural resource challenges with optimism and imagination. The professional services that CH2M provide are project management, programme management, consulting, design-build, operations management, construction management and design. Some projects it has been involved in include Crossrail, Thames Tideway Tunnel and High Speed 2. The organisation employs approximately 26,000 staff worldwide, with around 3,500 in Europe. Diversity and inclusion themes Sharing good practice Building staff networks Find out more g Sharing good practice and developing new skills with Bridges to Prosperity. Graduate networking and development. Networking across the globe. 78

2 Diversity and inclusion toolkit The JuMPers working with local communities. Women s Network from across the UK. Corporate Responsibility: Working with Social Mobility Students. Introduction Toolkit Case studies Appendices 79

3 Background, aims and objectives CH2M feels that there are strong business advantages of having a diverse workforce. It strives to create an inclusive culture that fosters diversity and a more connected and creative workforce. CH2M aligned vision, mission and goals Vision To help make CH2M the workplace of choice for junior and mid-level professionals (Grade 1 7). Mission To foster a culture within the UK that invests in developing the future leaders of CH2M, to maximise the potential of junior and mid-level staff, to better understand and bridge the generational gaps and to enhance morale and retention, ensuring CH2M s position as an industry leader. The company values the ability to effectively represent a diversity of clients and to be able to draw on different perspectives to provide the best possible solutions. CH2M takes a topdown approach with their CEO, Jacque Hinman, leading the journey to a more diverse workforce. CH2M is an equal opportunity employer, recruiting around 40 apprentices and 100 graduates per year. The company is looking to improve voluntary turnover rates of currently 10%-11%. It recognises that focusing on creating an inclusive culture is likely to help improve staff retention. Promote best practice in HSE during JuMP UK events and communications. Goals Achieve at least 75% participation of JuMP UK network members by December 2014 at a minimum of two events. Improvement in members satisfaction regarding their perceptions of their career development. Spend 90% 99.9% of allocated budget on the JuMP UK network each year. Link with other CH2M networks, understand each other s remits, look to leverage any synergies and advertise open events to non-members. JuMP Legacy Track the number of JuMPers who are promoted to management grade (Grade 8 and above). 80

4 Diversity and inclusion toolkit Positive networking Almost half of 18 to 24-yearolds are interested in joining employee resource groups (ERGs). Survey: Employee Resource Groups Help Engage Gen Y Workers Specific initiatives Networks CH2M has set up a number of networks open to all employees. The company encourages everyone to join and to share their knowledge and experience to help others develop. Their networks include: Black Employee Network Group Harambee Hispanic Employee Network Group Enlace Disability Group Assist. Connect, Educate. (ACE) LGBTA Group (LIFE/Leadership Inspiriting Full Equality) JuMP Junior and Mid-Level Professionals Network Multicultural ENG SHARE Sharing Across Respective Ethnicities Veterans Network VetNet Women s ENG The JuMP UK network was created to help junior and mid-level staff to network more effectively and to support their professional development. The network is designed, driven, managed and owned by network members for the benefit of junior and mid-level staff. The network, events and communications are organised by the members around the UK, much of which is in their own time. Following the success of the water business group s JuMP network in North America, the UK pilot was started in 2012 with a restricted number of participants (~200) to see how it fitted in the UK. After a successful pilot, the company provided sponsorship so that the network could become fully fledged in 2013 and grow in In 2013, the UK network was rolled out to the wider group, and it now includes any junior to mid-level staff based in the UK. All markets and global enterprise services are represented. As a result, numbers have more than doubled since the pilot. The network s activities are aligned with the business priorities, and these are communicated through the vision, mission and goals: Vision: To help make CH2M the workplace of choice for junior and mid-level professionals (Grade 1 7). Mission: To foster a culture within the UK that invests in developing the future leaders of CH2M, to maximise the potential of junior and mid-level staff, to better understand and bridge the generational gaps and to enhance morale and retention, ensuring CH2M s position as an industry leader. Goals: Promote best practice in HSE during JuMP UK events and communications. Achieve at least 75% participation of JuMP UK network members by December 2014 at a minimum of two events. Improvement in members satisfaction regarding their perceptions of their career development. Spend 90% 99.9% of allocated budget on the JuMP UK network each year. Link with other CH2M networks, understand each other s remits, look to leverage any synergies and advertise open events to non-members. JuMP Legacy Track the number of JuMPers who are promoted to management grade (Grade 8 and above). JuMP UK involves many activities that are useful for the individual and the business. Typically, over the course of the year, activities would include three regional networking events, 12 discussion groups with senior executives and 12 career development lunchtime talks to support learning and development. These activities cover topics such as leadership, business development, mentoring, risk management, ethics and voluntary work. JuMP UK has a three-day annual conference with external speakers and senior leaders who focus on career planning. The network also encourages its members to find the right balance between their personal and professional lives. Despite being an informal network, JuMP has a chair, a committee and subgroups. This gives the network structure and means that it organises its time effectively. Funding allows the members to host events and get involved in local initiatives. Finally, the network is a great way to drive a more flexible workforce. JuMP has been advocating movements across different sectors, projects and regions. JuMP plays an important role leading in every office and every project. Introduction Toolkit Case studies Appendices 81

5 Impact Career satisfaction survey results indicate that staff morale and retention has improved since the pilot of JuMP UK. To further investigate the impact of JuMP UK, CH2M plans to track the number of 2014 JuMP members who are promoted to management Grade 8 and above. This will allow the company to measure how effective the network is in helping individuals move forward in their career. The network has provided good value for money as members donate their own time and energy because they see the benefits to both themselves and the business. A number of mentoring relationships have arisen, providing further career development support for junior to midlevel employees. It is also felt that the network helps to promote the CH2M culture and deepen understanding of the wider business and strategy. Challenges Finding time: Investing in the time to get the right people involved those who are willing and able to engage and drive the network. Getting initial engagement and demonstrating the benefit of membership: Focusing on the people who show initial interest others will follow. Hints and tips Be inclusive to encourage networking and knowledge sharing. Set up the governance, but keep it simple. Engage senior management and lead by example at CH2M, the MD and the leadership team regularly engage with JuMP and the Women s Network. Be clear as to what you are trying to achieve with the network, especially when establishing the network. Next steps JuMPers will be asked to volunteer to support One HR on their graduate recruitment drives such as acting as ambassadors and attending milk round events. There is a plan to build closer links to CH2M charities and initiatives (eg Social Mobility Foundation, STEM). In the future, all interns may be automatically made members and assigned a JuMP buddy to encourage their involvement. It is felt that this will help to support intern retention. JuMPers will be encouraged to name at least one mentor and to take on a mentoring role as part of their membership. All members will be asked to have a Performance Enhancement Process (PEP) goal relating to their level of engagement in JuMP activities/events. Following the conference, JuMPers are encouraged to take their developmental lessons back to their respective offices and deliver a team presentation to their peers and line managers. JuMPers are expected to continue to share lessons learned/support the rollout of a Continental Europe JuMP network and keep sharing experiences with other employee networks. JuMPers will be working with One HR and senior staff to play a greater role in identifying and filling skill set gaps in the junior and mid-level grades. gsee Appendix 3 for more guidance on specific initiatives linked to this case study: Employee networks gfor useful resources and organisations to support your work, see Appendix 4. i To find out more about the case study, contact diversity@raeng.org.uk 82