Strategic workforce planning is a key challenge, says Severn Trent’s Sarah Bradley
Severn Trent is focused on delivering value for its many stakeholders – customers, communities and the environment. This delivery focus underpins our approach to reward and benefits.
We recognise the key role we play as a major employer in our region, the Midlands, particularly in creating opportunities for people within our communities.
Among the major HR challenges we face is strategic workforce planning, including identifying future skill needs, how they are different to what we have today and whether to bridge that gap by buying in or building skills. We see this challenge from a community sustainability angle, providing opportunities for people who live in the region to grow, learn new skills and improve their life chances.
We approach our employee offer from a place of care and support for employees, recognising what an employee wants or needs at different stages of their life is quite different.
Our benefits proposition is flexible, comprehensive and can be tailored to accommodate these different life demands, whether through nursery discounts or grandparental leave to help young families, or eldercare support and financial planning for employees approaching retirement.
We’re also looking at our frontline workforce who are coming up to retirement and how we harness their skills and experience, such as encouraging flexible working patterns in roles such as mentoring apprentices.
The key factors that are influencing our employee value proposition right now are:
- Promoting flexibility and empowering employees to have a choice over their benefits and how, when and in what way they work;
- Providing care and support for physical, mental and financial health and wellbeing so that employees can bring their best selves to work;
- Championing diversity and inclusion.
