Safran is one of the world’s two leading aircraft engine nacelle producers. They work with the leading manufacturers of both regional and business jets: Sukhoi, Embraer, Dassault, Bombardier, Gulfstream, etc. On mainline commercial jets, Safran provides nacelles for Airbus and Boeing, all the way up to the Airbus A380 super-jumbo.
Development has traditionally been invested at a senior level and now Safran wanted to invest in the front line to enhance the roles and responsibilities of employees who supported Apprentices. The apprenticeship investment supports a major part in the recruitment and retention of a future skilled workforce.
Given the cultural impact of such development the company wished to invest in a mentoring programme that supported those in the mentoring role whilst also enhancing the experience of the younger workforce beyond the key skills base.
Following a diagnostic it was agreed that, to be successful, the investment should operate on multiple levels to ensure transfer of learning, impact and commitment.
Managers needed to be involved to support the mentors in their new role. Mentors would be selected based on their passion to be involved and recommendations based on expertise, attitude and behaviours displayed.
Apprentices would be involved later in the development programme to develop their own understanding of the role and the organisation’s expectations.
The Client Manager met with a number of key personnel to ensure the design solution was realistic, achievable and blended well with current leadership approaches that had already seen much investment. It was important to embrace current organisational cultural aspirations and leadership values and competencies that had recently been rolled out across the wider business.
Key to the design was the opportunity to review and evaluate impact at the varying stages and levels, so ensuring focus groups and one-to-one sessions were part of the feedback process added value to the solution.