Transcript What is it all about?

What is it all about?
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
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
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!
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”
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
Key Features
• 12 indicators – set out clearly the “what” and the
“who” but not the “how”
Principles
Commitment
An Investor in People is
fully committed to
developing its people in
order to achieve its aims
and objectives
Planning
An Investor in People is
clear about its aims and
its objectives and what
its people need to do to
achieve them
Indicators
Evidence
1.The organisation is committed to
supporting the development of its
people (4)
Top Management (1)
Managers (1)
People (2)
1.1. Top management can describe strategies that they have put in place to support the development
of people in order to improve the organisation's performance.
1.2. Managers can describe specific actions that they have taken and are currently taking to support
the development of people
1.3. People can confirm that the specific strategies and actions described by top management and
managers take place
1.4. People believe the organisation is genuinely committed to supporting their development
2 People are encouraged to improve
their own and other people's
performance (2)
2.1. People can give examples of how they have been encouraged to improve their own performance
2.2. People can give examples of how they have been encouraged to improve other people's
performance
3 People believe their contribution
to the organisation is recognised (3)
3.1. People can described how their contribution to the organisation is recognised
3.2. People believe that their contribution to the organisation is recognised
3.3. People receive appropriate and constructive feedback on a timely and regular basis
4 The organisation is committed to
ensuring equality of opportunity in
the development of its people (4)
4.1. Top management can describe strategies that they have put in place to ensure equality of
opportunity in the development of people
4.2. Managers can describe specific actions that they have taken and are currently taking to ensure
equality of opportunity in the development of people
4.3. People confirm that the specific strategies and actions described by top management and
managers take place and recognise the needs of different groups
4.4. People believe the organisation is genuinely committed to ensuring equality of opportunity in the
development of people
5. The organisation has a plan with
clear aims and objectives which are
understood by everyone (3)
5.1. The organisation has a plan with clear aims and objectives
5.2. People can consistently explain the aims and objectives of the organisation at a level appropriate
to their role
5.3. Representative groups are consulted about the organisation's aims and objectives
6. The development of people is in
line with the organisation's aims
and objectives (2)
6.1. The organisation has clear priorities which l ink the development of people to its aims and
objectives at organisation, team and level
6.2. People clearly understand what their development activities should achieve, both for them and the
organisation
7. People understand how they
contribute to achieving the
organisation's aims and objectives
(1)
1.People can explain how they contribute to achieving the organisation's aims and objectives
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
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
The 4 principles - Commitment
4 indicators
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 ?”
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”
Commitment - Challenges
• What are the methodologies to help improve
performance?
– Improvement teams etc.
– Importance of face to face discussions
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
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
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”
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
The 4 principles - Planning
3 indicators
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
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?”
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
The 4 principles - Action
2 indicators
Action – Challenges
Indicators 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
The 4 principles - Evaluation
3 indicators
Challenges – Evaluation
Indicators 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
Challenges – Evaluation
Indicators 10, 11, 12
• Team/Organisation level:
“ What were your top 5 spends – time and money –
and what have you achieved for that investment?”
The Benefits
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
The benefits
• Managing change
• Improving profitability
• Creating new cultures
• Reaching goals
Managing change
ALPHA RETAIL
SIZE: Large, 2000 Staff
INDUSTRY: Retail
COMMENTS: 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
Improving profitability
BLP
Printing & Packaging
SIZE: 140 Full Time, 40 Flexible Staff
INDUSTRY: Printing
COMMENTS: 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
Creating new cultures
GWR–FM
RADIO STATION
SIZE: 70 Staff
INDUSTRY: Broadcasting
COMMENTS: 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
Reaching goals
COLMERSFARM
SCHOOL
SIZE: 1000 Staff and Pupils
INDUSTRY: Education
Colmers Farm
School
A Member
of
COMMENTS: Used Investors in People to
formalise development activities
for both pupils and teachers
www.colmersfarm.bham.sch.uk
BENEFIT:
56% pupils achieved top grades, twice the average for inner-city
schools
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”
How You Might Use It
The IiP Process
1. Assess “current state”
in relation to the
Standard
5. Recognition?
4. Ongoing
Assessment
Commitment
3. Implement improvements
2. Action Planning
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
People Management Indices
Area
May
October
Nov.
1.2
Commitment
1
1
3
1.3
Commitment
2
2
3
1.4
Commitment
2
2
2
2.1
Encouragement
2
2
3
2.2
Encouragement
1
2
3
3.1
Recognition
1
2
3
3.2
Recognition
3
3
3
3.3
Feedback
2
2
3
4.2
Equal Ops
2
2
2
4.3
Equal Ops
2
2
3
4.4
Equal Ops
3
3
3
5.2
Aims and Objectives
3
3
3
5.3
Consultation on aims and objectives
1
2
3
Team and individual development priorities
1
2
2
Understanding Development Activities
3
3
3
7.1
Contribution
3
3
3
8.2
Management Effectiveness
1
2
3
8.3
Management
Effectiveness
3
3
3
8.4
Management
Effectiveness
3
3
3
8.5
Management
Effectiveness
3
3
3
6.1
6.2
A Suggested Approach
4.
Collate examples and action plans
5.
Meet with Senior Managers to discuss plans
6.
Establish milestone progress report/s
Possible Strategies
• Whole organisation
• Building Block
– Overarching strategy
• Get together with others in similar companies
Questions
• 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!
•Further information on Investors in People
is available on their website:
www.investorsinpeople.co.uk
•International Manager – Louise Bower
[email protected]
“If I have seen further, it is by standing
on the shoulders of giants”
Isaac Newton