Alakananda Bhattacharjee, AtkinsRéalis’s head of HR for engineering services, took a deep dive to understand the root cause. “Our BIM designers felt a lack of recognition and growth opportunities compared to their engineering counterparts,” she explains. It wasn’t simply about compensation; it was about feeling valued and having a clear path forward.

AtkinsRéalis knew they had to address these concerns head-on. Enter ‘Aspire to Excel (ATE), their in-house development programme designed specifically for BIM professionals. Launched nearly two years ago, ATE provides a comprehensive solution. It offers tailored career pathways, mentorship opportunities, and access to cutting-edge tools and technologies. This investment in their BIM talent pool has paid off handsomely.

“Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

Alakananda Bhattacharjee,  head-HR, engineering services, AtkinsRéalis’s

The programme has empowered over 1,000 BIM designers, equipping them with the skills and recognition they craved.

Bhattacharjee beams, “We’ve seen a significant drop in designers leaving for external opportunities. They’re finding fulfilment within AtkinsRéalis and are excited to contribute to our projects.”

But AtkinsRéalis wasn’t content to stop there. Recognising the importance of strong leadership across all levels of the organisation, they revamped their ‘Line-management Development Programme’. This three-tiered programme equips managers with the skills they need to excel, from handling timesheets and HR systems to delivering effective performance reviews and fostering open communication within their teams. Additionally, the ‘LEAD’ programme is being piloted to address the challenges of managing a younger workforce with different expectations and communication styles.

AtkinsRéalis understood that money wasn’t the only motivator. Employees craved a clear career path, a sense of belonging, and the opportunity to contribute meaningfully to the organisation’s success. To address this, they created ‘Talent Tides’ in 2024. This innovative tool uses regular surveys with tailored questions aligned with the organisation’s culture and expected behaviours. Managers receive automated prompts to check in with their team members, fostering open communication and identifying any potential issues early on. The success was undeniable. “With Talent Tides, we saw less than 5 per cent attrition among participants,” reveals Bhattacharjee. “This programme’s impact was so impressive, we’re now rolling it out across the entire organisation.”

Nurturing young talent is another pillar of AtkinsRéalis’s retention strategy. The “Emerging Professionals Network” fast-tracks high-potential individuals, providing them with mentorship, challenging assignments, and opportunities to network with senior leaders. Additionally, upskilling sessions, pep talks, and participation in technical competitions keep early-career employees engaged and motivated. They’ve also addressed early-career attrition by ensuring a clear picture of the job role during the hiring process. Diverse interview panels ensure cultural fit and realistic expectations are set from the very beginning, preventing misunderstandings and frustrations down the line.

Finally, AtkinsRéalis is committed to tapping into new talent pools and fostering a diverse and inclusive workforce. Programs such as ‘Building Bridges’ and ‘Apprenticeship Programme’ provide training and job opportunities to individuals from less-privileged backgrounds. “These initiatives not only fill talent gaps but also foster immense loyalty,” concludes Bhattacharjee. “Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

AtkinsRéalis’s story is a testament to the power of a holistic approach to talent retention. By focusing on development, communication, leadership, and fostering a culture of inclusion, they’ve weathered the storm and emerged stronger. They’ve created a thriving ecosystem where employees feel valued, empowered, and excited to contribute to the company’s continued success. Their story serves as a valuable roadmap for other organisations navigating the ever-changing talent landscape.

The post How AtkinsRéalis survived ‘The Great Resignation’ appeared first on HR Katha.

Forget the stereotypical view of factory workers as replaceable cogs in a machine. At Mukand, they’re recognised as the beating heart of the business. “We don’t just mean senior leadership by total employee involvement,” emphasises Viplav Bhatt, head HR, Mukand. “Every employee plays a crucial role, and we make sure their voices are heard.”

This isn’t just lip service. Mukand understands that every voice, from the CEO to the welder, contributes to the company’s success story. It breaks down the walls between the executive suite and the shop floor. Traditionally siloed employees are now active participants in strategic planning workshops. They don’t just learn about the company’s goals, they help shape them. “We show them how their ideas directly impact the bottom line,” explains Bhatt. “It’s about fostering a sense of belonging and purpose, where everyone feels invested in the company’s success.”

“We don’t just mean senior leadership by total employee involvement. Every employee plays a crucial role, and we make sure their voices are heard.”

Viplav Bhatt, head-HR, Mukand 

 

But participation is just the first step. Mukand goes a step further by ensuring everyone is aligned. Managers work with employees to define clear, measurable goals (KPIs) that cascade down from the company’s overall strategy. Through user-friendly interfaces, even shop floor workers can tailor their goals to directly contribute to departmental and company objectives.

The results? “Enhanced employee involvement and a stronger sense of belongingness,” says Bhatt. “This, in turn, has fuelled a high-performance culture where everyone is working together towards a shared vision.”

Finding and nurturing talent is another pillar of Mukand’s success. They use a data-driven approach to identify critical positions that significantly impact the business. It’s not just about filling a role, it’s about finding the right person with the potential to grow.

Performance evaluations go beyond simple metrics. A unique nine-block system assesses strengths, weaknesses, and future potential, while a separate system gauges leadership capabilities. This data becomes a roadmap for development, pinpointing high-potential individuals ripe for advancement.

And advancement isn’t limited to those with fancy degrees. Mukand places a special emphasis on developing the shop floor workforce. Training programs based on Total Quality Management (TQM) principles equip employees with the skills they need to become future leaders.

But it’s not all about classroom learning. The company actively promotes “quality circles” where shop-floor employees collaborate to solve problems and implement innovative practices. And to keep everyone motivated, a robust rewards and recognition program acknowledges and celebrates valuable contributions.

In today’s competitive landscape, a versatile workforce is key. Mukand understands this, and they focus on multi-skilling their operators. By providing training across various areas, they ensure their employees can adapt to ever-changing industry demands.

This commitment to empowerment extends beyond traditional factory roles. Mukand  is proud of its diverse workforce, including its female shop-floor employees. “We actively hire women for roles where they excel,” says Bhatt, “and we’re proud of our high retention rate. Many of our female employees have been with us for over 30 years.”

The company champions career development for all. Clear career paths provide transparency and empower employees to take charge of their professional journeys. Additionally, programs like the Graduate Engineer Development Programme equip participants with the leadership skills and knowledge needed to climb the corporate ladder.

Promotion from within is a core value at Mukand. Bhatt shares an inspiring example: “We have a senior executive who started as a participant in our Graduate Engineer Development programme 17 years ago. Today, he leads our business strategy.”

Data is king at Mukand, and they use it to track diversity metrics and identify areas for improvement. Diversity-related KPIs are even incorporated into manager performance reviews, ensuring accountability in fostering an inclusive environment.

Employee resource groups provide support and a sense of community for all. A mobile app connects everyone, offering access to workflows, critical information, and fostering a collaborative spirit. Even face-recognition systems eliminate the need for cumbersome ID cards, ensuring seamless access for shop-floor employees.

“This digitisation enriches the employee experience throughout their journey at Mukand,” concludes Bhatt. By empowering its shop floor employees, Mukand has not only built a culture of innovation, but also a foundation for long-term success. In a competitive manufacturing landscape, this commitment to inclusivity, skill development, and a culture of ownership positions Mukand as a true industry leader.

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