What is it all about?

1. What is it all about?

2. Who is it for? • Any organisation – small or large – in any industry that is committed to supporting the development of its people • Currently 25,000 organisations = 20% UK workforce • TNT in Estonia

3. Training and Development –Early 90’s • Focus was on operational issues: • Making decisions on who got what • Designing individual courses/events • Managing the paperwork – policies, plans, procedures • Against background of low quality and productivity

4. Government Taskforce • Lot of activity and money being spent – average 3% of turnover • What were organisations getting in return? • People did not perceive that they were being “developed” • Managers largely disengaged – training was what Personnel Departments did!

5. What is Investors in People? • A national standard that sets what “good” looks like in relation to developing people • Based on good practise amongst leading employers • An organisation/business development tool: “ The fundamental purpose is to improve business performance through improved people performance. It provides a simple framework to ensure that development activities are linked directly to business objectives - better people means better business”

6. How does it work? • Investors in People is based on four principles • Commitment • Planning • Action • Evaluation • These are supported by 12 “indicators” or criteria, of good practice against which organisations can benchmark themselves or they can be ‘measured’ through independent, external assessment

7. Key Features • 12 indicators – set out clearly the “what” and the “who” but not the “how”

9. Key Features • Key role of Line Managers • Emphasis is on outcomes rather than processes • Focus is on learning and development rather than “training” • Integrated into Continuous Improvement philosophy

10. Using the Standard • Internal Benchmarking against 12 indicators • External Assessment: • Process 3 - 15 days depending on size: • Initial discussions –background/scope • Agreeing assessment sample: 10% - 15% • Site visit • Report and feedback

11. The 4 principles - Commitment 4 indicators

12. Commitment – Challenges Indicator 1 • Begins with Top Management – can they describe the strategies they have put in place? • How to get them involved? • Pose two fundamental questions: “ What did you spend on development activities last year?” “What return did you get on that investment ?”

13. Commitment – Challenges Indicator 2 • What do your people say? – can they give examples of how they have been encouraged to improve their own and other’s performance • Are they clear about what aspects of performance they should focus on?: “ either make more parts with the same number of people, or the same number of parts with less people”

14. Commitment - Challenges • What are the methodologies to help improve performance? • Improvement teams etc. • Importance of face to face discussions

15. Commitment – Challenges Indicator 3 • Do people believe their contribution is recognised? • Two issues: • How do individuals want to be recognised? • Asda – flexible packages • Health Trust – annual awards ceremonies

16. Commitment - Challenges • How does the organisation translate what it values into what it recognises? • Encouraging attendance - cumulative bonuses • Customer Care – publicity for employees • Expertise – IT “champions” • Loyalty – extra holidays

17. Commitment - Challenges • How do you ensure that people are clear about what aspects of performance are important and how they as individuals are measuring up?: • Performance management systems – do not need formal appraisal • Consider “visible” performance tracking • How do you develop managers to give feedback – “Job chats”

18. Commitment – Challenges Indicator 4 • How do you ensure these approaches apply to all your people? • Two issues: • Equality of access – eg night shift workers in the Royal hospital • Equality of take up – what processes do you have in place to monitor/challenge

19. The 4 principles - Planning 3 indicators

20. Planning – Challenges Indicators 5,6,7 • Do your people understand what the organisation is trying to achieve and how they contribute? • Goes beyond mission statements and written plans

21. Planning – Challenges Indicators 5,6,7 “ My job is to help put people on the moon” “ What would happen if you didn’t do your job well?”

22. Planning – Challenges Indicators 5,6,7 • How do your development plans link to your aims and objectives? • Get each manager to set out their top five challenges for the year ahead and then ask: “ What different things do you want people to do?” “ What do you want people to do differently?” • Make these linkages explicit before any development activity

23. The 4 principles - Action 2 indicators

24. Action – ChallengesIndicators 8 and 9 • Key issue = who takes the action? • How do you prepare managers to develop their people? • Clear about their responsibilities • Method of tracking that they are carrying them out? • What support do they get for their own development? • New module on Leadership and Management

25. The 4 principles - Evaluation 3 indicators

26. Challenges – EvaluationIndicators 10, 11, 12 • Links back to Planning indicators – being clear about the aspects of performance you want to develop • Individual level – what are they doing differently? • Eg collating answers to FAQs on intranet • Evaluating Management Development • Self reports with examples of changes • 360 degree feedback

27. Challenges – EvaluationIndicators 10, 11, 12 • Team/Organisation level: “ What were your top 5 spends – time and money – and what have you achieved for that investment?”

28. The Benefits

29. The Benefits • Survey 0f 2079 companies: • 70% - catalyst for change • 70% became more competitive, 40% achieved improved profitability • 40% reduced recruitment costs, 50% reduced employee turnover • 80% achieved a”one company” ethos • 90% improved communication throughout their organisation

30. The benefits • Managing change • Improving profitability • Creating new cultures • Reaching goals

31. Managing change A L P H A R E T A I L SIZE: INDUSTRY: COMMENTS: Large, 2000 Staff Retail Used Investors in People to define standards of service to customers and to develop staff as specialists in selling high quality goods Belfast Airports Alpha Retail Outlets BENEFIT: Re-invented itself to stay in business

32. Improving profitability B L P P r i n t i n g & P a c k a g i n g SIZE: INDUSTRY: COMMENTS: 140 Full Time, 40 Flexible Staff Printing Used Investors in People to establish and develop a pool of ‘mature’ employees to help them achieve their goal of being the “easiest and most flexible Printing company to work with” BENEFIT: Increased turnover from £2.1 million to £11 million in 5 Years

33. Creating new cultures G W R – F M R A D I O S T A T I O N SIZE: INDUSTRY: COMMENTS: 70 Staff Broadcasting Used Investors in People to turn A “team of champions” into a “champion team” through improved communication and team performance measures BENEFIT: Created a one-company culture

34. Reaching goals C O L M E R S F A R M S C H O O L SIZE: INDUSTRY: COMMENTS: 1000 Staff and Pupils Education Used Investors in People to formalise development activities for both pupils and teachers Colmers Farm School A Member of www.colmersfarm.bham.sch.uk BENEFIT: 56% pupils achieved top grades, twice the average for inner-city schools

35. What Does it Mean For People? • “ I want to do well at work” • “ I want to know what’s going on” • “ I want my opinion to count” • “I want to know where I stand”

36. How You Might Use It

37. The IiP Process 1. Assess “current state” in relation to the Standard 5. Recognition? Commitment 4. Ongoing Assessment 2. Action Planning 3. Implement improvements

38. A Suggested Approach 1. Confirm Steering Group/Local teams – How many; who leads? 2. Awareness sessions for teams 3. Local Teams self-assess against the standard – use “Traffic lights” matrix

40. A Suggested Approach 4. Collate examples and action plans 5. Meet with Senior Managers to discuss plans 6. Establish milestone progress report/s

41. Possible Strategies • Whole organisation • Building Block • Overarching strategy • Get together with others in similar companies

42. How much does it cost? How long does it take? Is there a lot of paperwork? Main cost is in staff time to work out what changes you wish to make and the implementing them. Depends on what kind of changes you need to make. Plan for 12 – 18 months. Standard does not require any additional paperwork. Its your results that count! Questions

43. Further information on Investors in People • is available on their website: • www.investorsinpeople.co.uk • International Manager – Louise Bower • louiseb@iipuk.co.uk

44. “If I have seen further, it is by standing on the shoulders of giants” Isaac Newton