Transcript Slide 1

Retaining Recognition
Lunch and Learn
17th November 2009
Group Training & Development
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
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2 questions for you to consider
1. What level of assessment should the
Co-operative Group achieve?
(Standard, Bronze, Silver or Gold)
2. Should we use internal reviewers or external
assessors?
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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
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Direct links to Talkback survey
– 30 minute interviews with employees
– Providing qualitative information about what it’s really like to work here
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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
Expires in Feb 2010
Healthcare
Expires in July 2010
Specialist
businesses
CFS Note: not part
Various – throughout 2010
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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The Group’s assessment focus
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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 – 1,500+ people
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 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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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 1,500 – 2,000 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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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.
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