RSK expands early careers training with new Skills for Impact programme

RSK has launched Skills for Impact, a new programme designed to help early careers colleagues build confidence, strengthen communication skills and take ownership of their development.

The programme builds on graduate training delivered by the learning and development team since 2024 and has been expanded following positive feedback.

Shaping training around employee needs

To ensure the training meets the needs of early careers colleagues, Learning and Development Specialist James Jolly spoke to previous graduates, line managers, senior leaders, divisional and managing directors, and HR teams.

James said: “What we found was that technical knowledge and capability get people started, but personal effectiveness and interpersonal skills drive contribution, progression and impact.

“As a result, three priority areas for development were identified: productivity and task prioritisation, confident communication, and ownership of goals and future progress.”

Earlier this year, two pilot cohorts completed the programme to test the content. These cohorts included a mix of apprentices from across the business. Feedback was positive, leading to plans to roll out the training more widely.

Launching in August, the programme will start with two cohorts. One will be virtual, while the other will combine online sessions with two in-person days in Chester, UK.

What the Skills for Impact programme includes

The programme consists of seven sessions. The first introduces formal, social and experiential learning approaches. Colleagues will apply the content in practice and connect with their cohort.

Session two focuses on effective work habits, including stress management, overcoming challenges and improving productivity through task and emotional management.

Exploring confident communication through the behavioural model of social styles will be covered in sessions three and four. Members of the learning and development team have been accredited to deliver this globally renowned model of communication through the training provider TRACOM.

Sessions five and six cover influencing skills and planning for success. The influencing session looks at collaboration and stakeholder engagement, supporting participants to share ideas and contribute to change. The planning session encourages reflection on personal goals and alignment with current work, while supporting the setting of development objectives.

Two to three months after the planning for success session, participants will present their progress so far, conveying the impact of the training on their daily role.

Understanding the long-term value of the programme

James said that, when considering the impact of the training, it is vital to link business needs with practical and meaningful concepts that learners can action.

He said: “This is not a one-off training course. It is a programme designed to support ongoing development, embed good practice and enhance core knowledge in early careers employees.

“By introducing stress management techniques and effective approaches to productivity, the programme aims to support a more engaged and effective workforce.

“Confident communicators build stronger working relationships and improve collaboration. Our programme enables employees to share ideas and feel more engaged in their work.

“Encouraging participants to reflect on their goals and definitions of success supports accountability and ownership of their development.

“For the next generation of our workforce, this training builds professional foundations, accelerates capability and supports performance, engagement and long-term retention.”

Creating a culture where learning is supported by everyone

Once the training is launched, the team will evaluate its relevance and impact on an ongoing basis.

James said: “We’re not just measuring satisfaction; we’re measuring progress, skill implementation and behaviour change. The impact needs to address the three key objectives identified earlier – productivity, communication and accountability.

“These skills do not develop overnight. They require sustained effort, time and support from both the learner and those around them.

“Line managers play an important role in supporting development. We have created resources they can use, including suggested activities, prompts and feedback tools to support their team members.

“In addition, line managers can attend a short guidance session with the cohort facilitator. This helps clarify how they can further support their team member throughout the programme.

“We are also working with stakeholders across the RSK Group to support the programme’s evolution. This includes creating a network of ambassadors. Our network of advocates will help promote and shape the training, while our programme sponsors will ensure it aligns with business priorities.”

The Early Careers: Skills for Impact programme reflects a wider commitment to creating an environment where early careers employees can develop with confidence over time. Its success will depend not only on the content itself but also on the encouragement, feedback and everyday support provided by colleagues across the business.

By embedding learning into day-to-day interactions and fostering shared ownership of development, RSK is helping to create a culture where individuals are supported to grow, contribute and build lasting careers.