Construction & Civil Engineering 221 May | Page 117

_______________________________________________________________________________________________ Thurston
Group quality, and price point are crucial elements, what truly makes our business successful is our people. At Thurston, we operate as a family, and although the transition from being an SME to a larger entity has been significant, our focus on investing in our employees remains paramount. A couple of years ago, we made a substantial investment by enrolling around 90 percent of our office staff in different management courses. For us, this was a vital investment, irrespective of whether participants aspire to move into a management position( given that we will give everybody an opportunity to do that anyway), because it can help them in their day-to-day work with their line managers. The value we derived from this initiative extended beyond giving our workforce opportunities for career development – though that remains a key
focus – to being a truly worthwhile exercise for us. Following on from that, for around a year, we have been leveraging the skills of an external consultant who was initially working with our Executive Leadership Team( ELT) to essentially enhance their performance as directors and leaders. We have progressed through Cohort 1, which comprised the ELT, and are currently in the second phase with Cohort 2, who are making substantial progress. At present, we are considering
whether we should go for a Cohort 3 and assessing the impact of these initiatives on
our workforce,” John concluded.
Thurston’ s relentless pursuit of innovation and commitment to people development continue to solidify its reputation in the UK modular construction industry. ■
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