Retaining Recognition Lunch and Learn 17 th November 2009 Group Training & Development

1. Retaining RecognitionLunch and Learn17th November 2009Group Training & Development

2. Purpose of today’s lunch and learn Aim • To raise awareness of IiP across Resourcing & Development Objectives • To understand the strategic importance of IiP to the Co-operative Group • To improve knowledge of the new IiP framework • To commence the IiP Communities of Interest A high profile HR project for the Group

3. 2 questions for you to consider • What level of assessment should the Co-operative Group achieve? (Standard, Bronze, Silver or Gold) 2. Should we use internal reviewers or external assessors?

4. IiP’s strategic fit with our People Strategies Why bother with IiP? • To be a better employer – an employer of choice • Improve our business performance – measuring the results of our investment in people • Reflects the leadership of our organisation • Brings together all the HR improvements we are making • Ensure continued people engagement • Ensures our investment in people development is focused on improving the business • Identify solutions that enable us to motivate our people to perform

5. IiP’s strategic fit with our People Strategies Why bother with IiP? • Proven to supports Co-operative business improvements – Co-operative case studies on IiP website • Direct links to Talkback survey • 30 minute interviews with employees • Providing qualitative information about what it’s really like to work here • Supports other HR awards we have achieved

6. Current Co-operative Group position

7. IiP’s fit with the Trading Group’s Strategic Priorities • Successful integration of Somerfield and Lothian Co-operative • Successful consumer brand launch • Deliver accelerated refit programme, ensuring brand standards met • Continue to drive down costs to counter recessionary pressures • Actively manage our finances to reduce borrowings and optimise working capital • Review business portfolio, where appropriate divest of underperforming assets • Further develop new Headquarters and associated property proposals • Ensure continued people engagement and development • Maintain and grow the ‘co-operative difference’ and effectively communicate it

8. The Group’s assessment focus

9. Process of reaccreditation For each business and support function • Preparation for assessment • Self assessment against the standards • Briefing and communication to managers and employees • Collection (or creation!) of relevant data e.g. business plan, training budgets and plans, Talkback results • List of employees, locations. p/t, new starters etc. • Book rooms, schedule selected staff, co-ordinate assessment • Interviews with Directors and Senior Managers • business strategy, people strategies, targets, people performance measures, training to support business performance etc. • Interviews with line managers and employees – 1,500+ people • What’s it really like to work here? • Feedback and written report to business leaders • Action plans for development areas Re accreditation if we achieve the standard

10. The value of Internal Reviewers Greater internal commitment to effective development and performance management Clearer understanding of internal culture and climate Improved cross-boundary co-operation Accelerated sharing of best practice Developing key transferable skills: auditing, investigation and communication Customised Investors in People assessment Re-apportioned assessment costs Greater understanding and ownership of the Investors in People philosophy

11. Roles and responsibilities

12. Review and key action by mid Jan 2010

18. The Co-operative Group The Co-operative Group’s vision: To be the world’s most successful consumer co-operative business.