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Employee Engagement and Development

What employee engagement and development means to us

We are committed to fostering professional development and positive working environments that enable our people to be highly engaged, capable, passionate about public service and motivated to achieve personal success.




Our policy and commitment

Our commitment is defined within our People Policy Statement, supporting standards and related operating procedures.

In summary, we strive to:

  • regularly review and improve levels of employee engagement and performance, including the development of employee skills to meet current and future business needs;

  • address any behaviour identified as negatively impacting employee engagement in line with our policies and procedures; and

  • provide relevant training and development where necessary to enable individuals to perform their duties within role.

Key components in our governance

  • The Group Chief Executive is responsible for our people objectives and ensuring our people strategy is reviewed annually. The plc Board validates the people strategy and receives quarterly reports on delivery across the Group.

  • The Group Human Resources Director (HRD) is responsible for people strategy design, management and execution, supported by an HRD Forum including Divisional HRDs, Group HR Centre of Expertise Directors and HR Share Services leadership.

  • The Group HR Centres of Expertise are responsible for policy, strategy and governance across the employee lifecycle, and the Talent Centre of Expertise is responsible for employee engagement and development policy and strategy, regularly convening a Global Talent Forum including Divisional Talent Leads.

  • Divisional Executive Management Teams are responsible for appropriate Divisional adherence to policy and standards, while Divisional HRDs are responsible for implementing policy, strategy and governance across the Division, supported by their Talent Leads in the case of employee engagement and development.

  • Role-related training is managed at the appropriate Divisional or Functional level.

Our progress and performance in 2017

We have:

  • achieved improvements in overall employee engagement whilst incrementally strengthening priority engagement drivers identified by our 2016 results (connection to Serco, taking action on employee feedback, recognition and resources);

  • sustained momentum in building leadership engagement whilst focusing on our people managers, prioritising contract managers, and updated our survey and results configuration to improve analysis of their engagement levels and drivers;

  • rolled our ‘Engagement Insights’ tool out beyond our leadership population, enabling immediate feedback and support for all employees completing our survey online;

  • launched a Steering Committee to improve engagement across our Group Functions and Corporate Shared Services, chaired by the Group Chief Financial Officer (CFO); and

  • continued working to enhance and embed our core development programmes, including our Management Programme, designed in partnership with Oxford Saïd Business School to develop a cadre of managers aligned to driving our performance and strategy. A further 118 of our global management population have completed the programme in 2017, bringing the cumulative total to 208.

Key performance indicators

For additional data and performance commentary, see all our corporate responsibility key performance indicators.

  Key performance indicators:




Employee engagement




People manager engagement




Leadership engagement




Viewpoint Learning & Development Index




Our next steps

We will continue working to improve levels of employee engagement, focusing on our priority engagement drivers as identified by our 2017 survey (see below). We improved across all of these areas in 2017, but recognise opportunities for further improvement in 2018.

  • Connection to Serco

  • Taking action on survey results

  • Performance management

  • Learning and development

  • Recognition