Introducing Investors in People and using internal reviewers smartly Robert Pennycook Julie Wilson Workshop 1

1. Introducing Investors in People and using internal reviewers smartly Robert Pennycook Julie Wilson Workshop 1

2. Introduction Background to the Department for Work and Pensions (DWP) Recognition Why use Investors Our internal review programme � including the view from the business Keeping it alive Linking IiP with the DWP business agenda The present and the future Q & A Syndicate exercise Like to share with you the story of DWP and how we have used Investors Standard - I like to think we cannot cover one without the other Talk about our internal review approach and delighted Julie is here to discuss how this has worked in one of the delivery businesses Discuss also how we have linked with the business agenda and with other improvement activity -and finally how we see the future Chance for Q&ALike to share with you the story of DWP and how we have used Investors Standard - I like to think we cannot cover one without the other Talk about our internal review approach and delighted Julie is here to discuss how this has worked in one of the delivery businesses Discuss also how we have linked with the business agenda and with other improvement activity -and finally how we see the future Chance for Q&A

3. The DWP Organisation Overview of DWP organisation 100,000 FTE and falling, of which 64,000 in Jobcentre Plus 15,000 in Pensions Disability and Carer Service Child Support Agency now left � an NDPB known as Child Maintenance and Support CommissionOverview of DWP organisation 100,000 FTE and falling, of which 64,000 in Jobcentre Plus 15,000 in Pensions Disability and Carer Service Child Support Agency now left � an NDPB known as Child Maintenance and Support Commission

4. Departmental Strategic Objectives (DSO) DSO 1: Reduce the number of children living in poverty DSO 2: Maximise employment opportunity for all and reduce the numbers on out-of-work benefits DSO3: Improve health and safety outcomes DSO4: Promote independence and well-being in later life, continuing to tackle pensioner poverty and implementing pension reform DSO5: Promote equality of opportunity for disabled people DSO6: Pay our customers the right benefits at the right time DSO7: Make DWP an exemplar of effective service delivery to individuals and employers A challenging agenda! Reducing numbers on out of work benefits particularly soA challenging agenda! Reducing numbers on out of work benefits particularly so

5. DWP and Investors in People DWP created in 2001 Previous businesses achieved IiP recognition Corporate recognition achieved 2003 Annual reviews conducted across all parts of DWP Re-recognition achieved in 2006 Re-recognition November 2009 Our Investors history All legacy organisations were recognised so saw the value of IiP Hugely proud we achieved corporate recognition in 2003 at our first attempt Re-recognition in 2006Our Investors history All legacy organisations were recognised so saw the value of IiP Hugely proud we achieved corporate recognition in 2003 at our first attempt Re-recognition in 2006

6. So Why Did We Use Investors? To help bring a large new organisation together A �checklist� of what we need to do to set up the new Department Assess the effectiveness of DWP people and management practices Provides an annual health check Brings a common standard and language across the Department Identifies strengths and development areas First Perm Sec Rachel Lomax aware she was taking on a massive and disparate organisation with a varied culture, so wanted a corporate recognition to bring the new Department together Checklist of what needs to be achieved � change often felt to be wrong time to use IiP � this is the right time!! Already had people practices � were they the right ones? Annual checks to keep it aliveFirst Perm Sec Rachel Lomax aware she was taking on a massive and disparate organisation with a varied culture, so wanted a corporate recognition to bring the new Department together Checklist of what needs to be achieved � change often felt to be wrong time to use IiP � this is the right time!! Already had people practices � were they the right ones? Annual checks to keep it alive

7. Internal review � what is it? Review programme conducted in house � IiP Standard, reviews and outcomes all owned by the Department Trained reviewers signed off by the quality centre � 2 day course Activities and processes agreed with quality centre � including common review process, reporting framework Programme quality assured by external assessors and quality centre IR essentially using trained internal practitioners to gather evidence as to whether the Department meeting IiP requirements Used IR since start of DWP � evidence from IR used to contribute to initial recognition Not the easy option � IRs tend to be harder on the organisation � and not the cheap option! All about ownership of IiP, and outcomes, all enhanced Consistency and quality key � IR guide, reporting template, questioning framework etc Programme and reports all quality assured by external assessors and quality centreIR essentially using trained internal practitioners to gather evidence as to whether the Department meeting IiP requirements Used IR since start of DWP � evidence from IR used to contribute to initial recognition Not the easy option � IRs tend to be harder on the organisation � and not the cheap option! All about ownership of IiP, and outcomes, all enhanced Consistency and quality key � IR guide, reporting template, questioning framework etc Programme and reports all quality assured by external assessors and quality centre

8. Internal review � how we have used it Coordinated across DWP by a central team Lead reviewers in each business and corporate directorates � cross DWP/business networks Trained reviewers in the businesses and directorates Some pooling of reviewers Senior support from Organisational Capability Steering Group who set annual review priorities � links with other improvement activity Parts of DWP focus on their own priorities plus those agreed corporately Hierarchy of reports Close working with our external assessors Some use of profile More of the nitty-gritty Co-ordinated across DWP by my team Corporate priorities set by OCSG Co-ordinated by leads in each business/central directorate � cross DWP CI Group � key for consistency Trained reviewers conduct the reviews Reports in each part of JCP/PDCS etc � business reports � all feeding into DWP report All business reports QA�d by assessor JULIE��.More of the nitty-gritty Co-ordinated across DWP by my team Corporate priorities set by OCSG Co-ordinated by leads in each business/central directorate � cross DWP CI Group � key for consistency Trained reviewers conduct the reviews Reports in each part of JCP/PDCS etc � business reports � all feeding into DWP report All business reports QA�d by assessor JULIE��.

9. Internal review � the benefits Allows us to manage the process Align reviews with other initiatives (particularly staff survey) through the improvement networks Retain expertise in house Aids professional development Read slideRead slide

10. Joining it up - 2008 Current recognition 2006 � 09 � need to ensure whole Standard covered by Nov 2009 Keeping an eye on the Standard, but concentrating on business themes this year � leadership, engagement, customer service � three issues we wanted to investigate further from Staff Survey � questioning framework drawn together Corporate report Jan 09 � Survey results March 09 Current recognition 2006 � 09 � need to ensure whole Standard covered by Nov 2009 Keeping an eye on the Standard, but concentrating on business themes this year � leadership, engagement, customer service � three issues we wanted to investigate further from Staff Survey � questioning framework drawn together Corporate report Jan 09 � Survey results March 09

11. Joining it up � into the future Link to the business agenda Already spoken about the 7 x DSOs [Read through strategic goal] Strategy developed as to how we will work with our people to achieve this Skills Strategy � how we will develop our people to achieve this � seven key priorities � you will recognise three of these as the key themes for this year�s IiP reviews � leadership, engagement and customer service Links with Staff Survey, People Performance Model and other evidence sourcesLink to the business agenda Already spoken about the 7 x DSOs [Read through strategic goal] Strategy developed as to how we will work with our people to achieve this Skills Strategy � how we will develop our people to achieve this � seven key priorities � you will recognise three of these as the key themes for this year�s IiP reviews � leadership, engagement and customer service Links with Staff Survey, People Performance Model and other evidence sources

12. The future Complete reviews against the full standard by November 2009 Build on best practice from 2008 Use People Insight approach Continue themed approaches and rolling reviews Extend the use of the profile framework Link IiP to the wider DWP continuous improvement strategy and the change programme Present as improvement package, not IiP/Staff Survey etc Remain business focussed So for now � review activity for 2008 nearing completion Review activity Begin planning for 2009 � end of recognition period Extend use of profile Develop wider continous improvement strategy Remain business focussedSo for now � review activity for 2008 nearing completion Review activity Begin planning for 2009 � end of recognition period Extend use of profile Develop wider continous improvement strategy Remain business focussed

13. Q and A

14. Syndicate How have you used the standard? What are the Benefits?