Transcript Slide 1

Retaining Recognition
Champions Meeting
4th November 2009
Group Training & Development
Group Training & Development
Vincent O’Donovan
Group Training & Development Manager
Pam Mosedale
Group Training & Development Adviser
Email: [email protected]
Tel: 0161 827 5345
Email: [email protected]
Tel: 0161 827 6062
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Purpose of today’s meeting
Aim
• To raise awareness of IiP across the businesses in order to start to develop high level
plans for Group reaccreditation
Objectives
• To understand the strategic importance of IiP to the Co-operative Group
• To gain an initial understanding of where we are now across our group of businesses
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To improve knowledge of the new IiP framework
To commence the IiP Communities of Interest
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a start a desk top review
internal reviewers or external assessors?
Standard, bronze, silver or gold?
sharing best practice both internally and externally
how we can get the best value from the IiP assessment
To clarify roles and responsibilities
To start setting up project management tools and communication channels
A high profile HR project for the Group
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IiP’s strategic fit with our People Strategies
Why bother with IiP?
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To be a better employer – an employer of choice
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Improve our business performance – measuring the results of our investment in
people
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Reflects the leadership of our organisation
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Brings together all the HR improvements we are making
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Ensure continued people engagement
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Ensures our investment in people development is focused on improving the business
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Identify solutions that enable us to motivate our people to perform
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IiP’s strategic fit with our People Strategies
Why bother with IiP?
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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
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Current Co-operative Group position
Group
Expired in Sept 09 – retaining recognition status
Travel
Re accreditation in March 2009
Funeralcare
Re accreditation in Feb 2010
Healthcare
Re accreditation in July 2010
Specialist
businesses
CFS Note: not part
Various
Expired – Britannia has IiP until end 2010
of Group reaccreditation
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IiP’s fit with the Trading Group’s Strategic Priorities
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Successful integration of Somerfield and Lothian Co-operative
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Successful consumer brand launch
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Deliver accelerated refit programme, ensuring brand standards met
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Continue to drive down costs to counter recessionary pressures
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Actively manage our finances to reduce borrowings and optimise working capital
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Review business portfolio, where appropriate divest of underperforming assets
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Further develop new Headquarters and associated property proposals
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Ensure continued people engagement and development
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Maintain and grow the ‘co-operative difference’ and effectively communicate it
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Roles and responsibilities
Role
Responsibilities
Lead External
Assessor
(Corinne
Wainwright)
External
assessment
• Interviews with Directors and Senior Mgrs
Group Training
& Development
Group wide coordination of re
accreditation
• Group co-ordination with external assessors
Business
Champions
Business coordination of
re-accreditation
• Business co-ordination of re-accreditation and budgets
• Initial desk top assessment against the framework
• Briefing Directors, Senior Managers, line manager &
staff, scheduling of interviews
Internal
Reviewers
(if used)
Internal
assessment
• Interview staff (approx 1,200 to 1,500 employees)
• Write assessment reports
• Assist in providing feedback to each business
• Overall responsibility for assessment
• Training and assessing internal reviewers
• Final assessor report & feedback to Peter Marks &
Richard Bide
• Group communication, communities of interest and
general project mgt
• Co-ordination of internal reviewers
• Assist with HQ assessment and working with TU
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The Investors in People Framework
Corinne Wainwright
Lead External Assessor
Investors in People NW
6e Mandarin Court
Centre Park
Warrington
WA1 1GG
Email: [email protected]
Tel: 01925 256650
Mob: 07977 992 406
Fax: 01925 256683
www.carnw.co.uk
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Process of reaccreditation
For each business and support function
1.
Preparation for assessment
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2.
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
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business strategy, people strategies, targets, people performance measures, training to
support business performance etc.
Interviews with line managers and employees – 1,200+
3.
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What’s it really like to work here?
4.
Feedback and written report to business leaders
5.
Action plans for development areas
Re accreditation if we achieve the standard
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The Facts
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Over 32,000 organisations are working with the Investors in People
framework
Over 27,000 organisations are recognised as Investors in People
Approximately over 30% of the UK workforce is working with Investors
in People
( over 7 million people)
42% of Captains of Industry work in companies which are wholly or
partly
recognised by Investors in People
Total awareness of Investors in People is 88% (Tracking Report)
March 2009
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Investors in People – A Superbrand
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Superbrands Ltd presents expert and consumer opinion on the UK’s strongest
B2B brands
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The Superbrands Council recognises “exceptional brands”, after a rigorous
selection process including statistical analysis and consumer voting
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In 2009 Investors in People was business Superbrands biggest year on year
riser
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Investors in People is currently ranked 210 jumping 185 places from it’s
position in 2008 alongside other leading B2B brands
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To confer this status, the Council must be convinced that a brand;
– “has established the finest reputation in its field and offers customers emotional and
tangible advantages over other brands, which (consciously or sub-consciously)
customers want and recognise”
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The Investors in People Framework
A new approach to meet the challenge
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Investors in People have developed a new, flexible and more tailored way
of working.
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Organisations can now choose to work with the most relevant parts of the
Investors in People framework to ensure they meet their business needs
and objectives, whatever they may be.
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Challenges of the current economic climate make it even more important
that organisations adapt. The new approach from Investors in People ensures
that support is tailored to help the organisation manage its changing
priorities.
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This more personalised approach ensures that Investors in People stays
relevant to organisations and their business priorities.
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The Group’s assessment focus
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The Investors in People Framework
The Standard
14 Module
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Overall programme structure
Pre-course work
representing delegates’
commitment to develop
the required skills and
knowledge
Assessment
Three-day training
programme
Approval to act as an
Internal Reviewer
based on evidence
provided
In which delegates learn
and plan to apply key
skills and knowledge
Practical work
Generating evidence of
delegate’s ability to
perform the Internal
Reviewer’s role
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The value of Internal Reviewers
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Greater internal commitment to effective development and
performance management
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Clearer understanding of internal culture and climate
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Improved cross-boundary co-operation
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Accelerated sharing of best practice
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Developing key transferable skills:
auditing, investigation and communication
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Customised Investors in People assessment
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Re-apportioned assessment costs
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Greater understanding and ownership of the Investors in People
philosophy
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Recruitment and selection methods
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The main aim is to identify people with the commitment and ability to do
the Internal Review job well, selection also offers the opportunity to
build a team which will spread enthusiasm for the IIP philosophy
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People who do not have management experience may find some
aspects of the Internal Reviewer’s role challenging e.g.
– they may have to make judgements about other parts of the organisation or
present negative findings to senior people
– it is valid to include non-managers in the Internal Review team if they have
been identified as having the requisite abilities for the role
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AND if it is clear that they will not be put in positions where their
credibility might be undermined
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Investment
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Planning and co-ordination of the review by an IiP Co-ordinator
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Selection of the Internal Review team
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Training and development for the Internal Review approved process
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Planning and conducting individual reviews
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Writing reports and delivering feedback
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Review meetings and development for the internal team
To derive maximum value from Internal Review, it is important to establish
the extent of this commitment up front – approx 12 to 15 days
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Sharing Best Practice – Nationwide Building Society
Paul Beesley
Senior Manager
Operational Support
People Performance & Development
Nationwide Building Society
Northampton
Email: [email protected]
Tel: 01604 854358
Mobile: 07764.838.098
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Sharing Best Practice – Retail Logistics
David Large
Distribution Manager
Mandy Salt
Internal Reviewer
Co-operative Retail Logistics
Amber Way
Halesowen
West Midlands
B62 8RS
Email: [email protected]
Tel: 0121 585 5355
Mobile: 07867 907 029
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Cooperative Retail Logistics
IiP - The Road to an Engaged
Workforce
David Large & Mandy Salt
IiP History with CRL
• Back in 2001, Investors In People was brought into
the business
• This represented a total change in the Management
of the business – to remove the big stick ethos that
had dominated the culture
• A period of great change
• Overall there was an improvement in communication
and trust/loyalty/motivation at all levels
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IiP History with CRL
• Some of the changes brought in with the initial
development of Investors in People :– All staff to have Individual Development Reviews
– Core Briefs developed at each site to help communication
– Training Supervisors appointed at each depot to help train
staff
– Supervisor and Management Communication Training.
– The beginnings of a change on our culture
• Some of the initial changes made in 2001 are still in
place today
– remained despite the fact the business lost IiP accreditation in 2004
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New Emphasis in 2006
• In April 2006, there was a shift of attention back towards Staff
Engagement, using Investors in People as a framework to help
develop engagement levels
• In addition, key performance indicators suggested that CRL was
losing the confidence of its staff, and a sense of direction
through poor communication
• The STEP17 idea was born !
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Potential Benefits
• It was clear that if we worked on Staff Engagement, there would
be some clear benefits which would impact on the bottom line.
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Reduced absence
Reduced labour turnover - Increased employee retention
Increased productivity
Increased commitment to the organisation
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STEP 17 The Difference
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STEP17 has provided the platform to create an engaged workforce
across the network, keen to share best practice, ideas and initiatives.
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Increased open and honest communication; a better understanding and
involvement in workplace issues.
eg - more Briefings, Information Loops, defined Notice Boards.
eg - Halesowen have 60 Staff/Supervisors/Managers / 270 = 20+%
involved.
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New Ideas are more forthcoming (eg 48 hour principle – Ask the
Manager)
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Barriers between Management and staff are being broken down.
Greater Trust
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A greater understanding of operational issues e.g.
– PROJECT LIDIA – better understanding of the need for change
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Monitoring The Difference
The project team realised that we need to monitor and manage
progress – several Key Performance Indicators were set up and
reported each period.
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Periodic Talkback Survey
Controllable Labour Turnover
Total Sickness Hours
Engagement & Development Hours
Productivity (cases per hour)
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Business As Usual
• Work to develop the project work into Business As Usual
commenced in 2008,and was formalised by structural changes
at the start of 2009.
• We now follow the Food Retail People Strategy – and have 10
tactics for developing this area – Engagement is one of the 10
tactics.
• Each of the 10 Tactics has objectives and goals – ultimately
they will help to support how we recruit, develop and manage
our people.
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CRL People Strategy – the 10 Tactics
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Impact and Results
We have monitored progress since the start of the process in
2006. The positive results can be seen in the following slides.
Company Talkback Engagement Scores :2006 = 64
2007 = 65
2008 = 67
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Monitoring The Difference
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The progress in employee engagement can be seen in the graph – the
average score from Periodic Talkbacks – average is 70%
Periodic Engagement Scores 2006-Present
80
60
40
20
Period
32
10
20
09
20
08
20
07
20
06
0
20
Engagement Level
100
Step 17 / IiP Impacts
Sick Hours % 2006-Present
7.00
6.00
4.00
3.00
2.00
1.00
Period
33
10
20
09
20
08
20
07
20
06
0.00
20
% Hours
5.00
Step 17 / IiP Impacts
100
90
80
70
60
Year
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20
10
20
09
20
08
20
07
50
40
30
20
10
0
20
06
Cases
Cases Per Hour 2006-Present
Step 17 / IiP Impacts
Period
35
10
20
09
20
08
20
07
20
06
2.00
1.80
1.60
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
20
% Staff
Controllable Labour Turnover 2006-Present
IiP Ongoing Assessment
• After the start of the STEP17 Process, it was agreed that CRL
would have an annual assessment
• We regained IiP Accreditation in 2007
• Thereafter the idea to develop an internal review team was
adopted, together with a rolling review process
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Internal Reviewer’s
Internal Review
Interview & Selection Process
Development
Live Reviews
Accreditation
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Recruitment
How did we recruit the IR’s?
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Development
• Managing Assessor Corrine Wainwright
• Understanding the Standard
• Report writing
• Live reviews - 4 per year
• 4 development days
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What went well / What didn’t go so well
What Went Well
• Most of the reviews held last
year were completed in time
and reports submitted on
deadlines given
What Did Not Go So Well
• Planning of execution –
many teams tried to fit in too
many interviews on a day
• Some interviews lasted
longer than the allotted time
• Depots were welcoming and
co-coordinators helpful
• The planning, scoping and
choice of interviewees
before hand was not always
carried out effectively
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Accreditation
• How many did we start with?
• Accreditated Reviewers
• The remaining Internal Reviewers
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The Team
Team Credibility
Support
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Communicating IiP via the Extranet
David Bean
Projects Officer
Group Resourcing and Development
New Century House
Manchester
Email: [email protected]
Tel: 0161 827 5962
Mobile: 07932 008626
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Review and key action by mid Jan 2010
Actions
Who’s responsible
Deadline
Extranet website & communication
David Bean & Pam
Mosedale
Mid Dec
Each business to identify IiP Champions
HRBP/Directors
Mid Dec
Desktop review of each business/function
to identify gaps and which level of IiP
framework
Business Champions
Mid Jan
Peter Marks & Richard Bide interview
Vincent O’Donovan / Jackie
Lanham
End Jan
Secure IiP reaccreditation budget for 2010
Business Champions
asap
Internal reviewers or external assessors?
Business Champions
Mid Jan
Level of accreditation – Standard, Bronze,
Silver or Gold?
Business Champions
Mid Jan
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The Co-operative Group
The Co-operative Group’s vision:
To be the world’s most successful consumer
co-operative business.
Next meetings:
Teleconference Desktop review meeting Location -
Thursday 3rd Dec @10.00am
Wednesday 20th January @10.00am
Training Room 4, Training Centre
Manchester
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