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To sustain our success we need to attract well-educated,
enthusiastic people. To be an ‘employer of choice’,
Rolls-Royce invests significant resources into the early
stages of career development.
Our modern
apprentice schemes provide engineering training
that blends work experience in the company with education
through local college courses. All apprentices have
the opportunity to progress within the company and some
take higher education programmes.
To provide a stream of talent for professional and
leadership roles, we have developed close relationships
with key universities and seek to recruit their best
graduates. We continue to support graduate trainees
through
professional development schemes.
We start by defining the learning and career development
support required to deliver the company’s strategy
and people’s aspirations. Senior people from each
professional and vocational discipline set out the knowledge,
skills and competencies people need at each point in
their career.
Having identified the development needs of the professional
and vocational community, they work with experts inside
and outside the company to design and deliver appropriate
education and training programmes to help people and
the company to succeed.
These competencies and education and training programmes
are set out in professional and vocational frameworks
which are applied internationally across the company.
Quality leadership is critical to the success of any
business. To develop our business we make significant
investment in:
- providing education and development programmes
and opportunities
- broadening business experience
- strengthening international perspective and expertise
- embedding personal accountability and teamwork
- measuring both business and leadership performance.
To achieve this we have a suite of company managerial
programmes, from the international business awareness
course supporting those at an early stage of their early
career, up to the business leadership programmes for
senior executives.
For continued success we need to develop our future
leaders. This involves the early identification of people
with the potential to fill senior posts who are provided
with opportunities to accelerate the rate at which they
can gain experience and knowledge in preparation for
top leadership roles.
We have several ways of helping to broaden our managers’
business perspective, including job moves between business
sectors, functional areas and regions, working in customer
and government organisations on specific assignments,
community projects, attachments to embassies, and international
job exchanges.
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