Realising Business Ambitions through times of change COI

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  • Tie back to previous ‘10 Themes’ slide – provide a more detailed overview of the Plan, Do, Review themes (expanding on the examples shown) to show the key areas of evidence requirements for each theme. Exercise / Group discussion (15 mins) – Davidson Software Case study to look at evaluation and discuss in relation to the delegate organisations. Group discussion – continuous improvement – what have you improved since last assessment/review (or since staring out on the Investors journey)? (5 mins) We’re going to break for coffee now…..
  • The external assessment process comprises the following stages: assessment planning evidence gathering (including reviewing existing evidence and conducting interviews) making a judgement and providing immediate feedback awarding first time recognition (via the recognition panel) providing feedback for development (via the assessment report / additional meeting) Tutor to expand on each stage Initial planning A discussion with the client to determine what types of evidence will be used during the assessment; determine how this evidence will be collected; agree the report content and format - client focussed; clarify cost implications; enable the assessor to plan next steps (sample frame and on site visit) Evidence review Analysis of a variety of evidence eg: verbal (interviews, group discussions); written (documents, questionnaires, reports); observed (meetings, noticeboards) Emphasis on assessor judgement to ensure the evidence presented is valid, reliable, authentic, current and sufficient Judgement and feedback Immediate feedback. The assessor judges the evidence on site and provides feedback before leaving on areas of the Standard that are met / not met Subsequent report and feedback: report written to client specification; agreement of action areas and next assessment date; where recognition is granted, the post recognition review date can be anytime up to three years after the date of recognition Recognition panel Minimum requirement of two senior people from recognised organisations Awards first recognition, but emphasis on ensuring that feedback adds value to the client No formal post recognition review involvement Key role in de recognition and in quality assuring and developing practitioners
  • Realising Business Ambitions through times of change COI

    1. 1. New choices in Investors in People
    2. 2. What’s different ? <ul><li>One Investors in People framework (previously the Standard and Profile) </li></ul><ul><li>A more customer focussed, tailored approach </li></ul><ul><li>Focus on development, improvement and progression </li></ul><ul><li>“ The new choices approach gives customers flexibility and choice in how to use the combined framework as appropriate, customised to and focussing on their unique business objectives and measures and helps to facilitate the ongoing development of their business” </li></ul>
    3. 3. The Investors in People Framework <ul><li>Employee involvement </li></ul><ul><li>Internal communication </li></ul><ul><li>Consultation </li></ul><ul><li>Continuous improvement culture </li></ul><ul><li>Recognition </li></ul><ul><li>Reward inc benefits </li></ul><ul><li>Peer recognition </li></ul><ul><li>Celebration of success </li></ul>Plan Do Review Business strategy Learning & development strategy Leadership & management strategy People management strategy Management effectiveness Involvement & empowerment Learning & development Recognition & reward Performance measurement Continuous improvement <ul><li>WLB </li></ul><ul><li>R&S </li></ul><ul><li>Equality & diversity </li></ul><ul><li>Organisation design </li></ul><ul><li>Feedback culture </li></ul><ul><li>Performance improvement focus </li></ul><ul><li>Business planning </li></ul><ul><li>Strategy development </li></ul><ul><li>Social responsibility </li></ul><ul><li>Vision and values </li></ul><ul><li>KPIs </li></ul><ul><li>Learning & development planning </li></ul><ul><li>Learning styles </li></ul><ul><li>Continuous learning </li></ul><ul><li>Leadership and management capabilities </li></ul><ul><li>Development and performance management of managers </li></ul><ul><li>Management effectiveness </li></ul><ul><li>Inspirational leadership </li></ul><ul><li>Team working and knowledge sharing </li></ul><ul><li>Career guidance </li></ul><ul><li>Coaching </li></ul><ul><li>Induction </li></ul><ul><li>Learning & development activity </li></ul><ul><li>Personal development </li></ul><ul><li>Mentoring </li></ul><ul><li>Evaluation of impact of learning & development </li></ul><ul><li>Performance improvement </li></ul><ul><li>Measurement and reporting of return on investment on people strategies </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Self review & external review </li></ul><ul><li>Feedback methods & measures </li></ul><ul><li>Internal & external benchmarking </li></ul>
    4. 4. Usage and Recognition The new choices approach applies whether or not the client chooses to go beyond the core Standard (level 1) The integrity and strong brand of the core IIP Standard remains intact. The core Standard remains the foundation of being a good performing business Organisations will still have to meet the Standard to achieve recognition as an Investor in People
    5. 5. Investors in People……new choices now and the future <ul><li>Approach is available now if clients want to use this way of working </li></ul><ul><li>Local roll out - March 2009 </li></ul><ul><li>National Public Launch - May 2009 </li></ul><ul><li>Additional Recognition - different levels of public recognition – currently in development - likely Autumn 2009 </li></ul>
    6. 6. New choices in Investors in People
    7. 7. Business Benefits of Investors in People <ul><li>Organisations perform better when their employees have clear goals and are supported by HR practices </li></ul><ul><li>Adopting IiP sets up a chain of impact leading to improved financial performance. </li></ul><ul><li>The more an organisation embraces IIP, the better </li></ul><ul><li>the impact will be on its financial performance. </li></ul><ul><li>IiP organisations are more likely to have : </li></ul><ul><ul><li>high levels of products and service innovation </li></ul></ul><ul><ul><li>high levels of trust, commitment and cooperation among their employees. </li></ul></ul><ul><li>IiP organisations are more likely to achieve organisational goals and meet their strategic objectives. </li></ul><ul><li>Cranfield School of Management (2008), Impact of Investors in People on People Management Practices and Firm Performance </li></ul>
    8. 8. Business Benefits of Investors in People <ul><li>In the latest research with IiP recognised </li></ul><ul><li>organisations: </li></ul><ul><li>85% say there are clear measurable results from achieving the Standard </li></ul><ul><li>75% say the Standard helps to raise skill levels </li></ul><ul><li>65% say the Standard improves customer service </li></ul><ul><li>65% say it helps to attract new customers </li></ul><ul><li>50% say the Standard improves productivity </li></ul><ul><li>79% of employers agree that Investors in People ‘helps all types of organisations adapt to change and growth’ </li></ul>
    9. 9. Investors in People Supports Change Management <ul><li>“ In vestors in People is a particularly useful framework for businesses undergoing significant or rapid changes” CBI Research 2008 </li></ul><ul><li>“ IiP has effectively kept me in business after a difficult </li></ul><ul><li>period. </li></ul><ul><li>It's made me more disciplined in the way I </li></ul><ul><li>manage people…. in training & development …. </li></ul><ul><li>communication…motivating and rewarding staff. </li></ul><ul><li>The whole process has made us much more </li></ul><ul><li>equipped for the challenges that lie ahead.” </li></ul><ul><li>Havills (Retail) </li></ul>
    10. 10. Investors in People Supports Change Management <ul><li>“ Four years ago the business was heavily in debt. </li></ul><ul><li>Staff turnover was high and turnover was 20% of </li></ul><ul><li>the 2007 figure. </li></ul><ul><li>The impressive changes in this businesses </li></ul><ul><li>fortunes are based on gaining control of finances </li></ul><ul><li>and adopting Investors in People. </li></ul><ul><li>As a result of these actions, the business is now </li></ul><ul><li>debt free with a loyal team of staff and increasing </li></ul><ul><li>turnover.” </li></ul><ul><li>Kelray Building Maintenance </li></ul>
    11. 11. Proven bottom line impact B. Reduces cost and wastage through focussing people development on realising ambitions C. Delivers improved skill levels and flexibilities to realise ambitions A. Embeds Strong Change culture and leadership to realise ambitions D. Increases commitment, effort and results by matching people development to realise ambitions F. Maintaining IIP status keeps challenging and reaping rewards E. Improved competitive edge, reputation And performance The Value of Investors in People in Times of Change (COI Research 2008)
    12. 12. Investors in People Enhances Culture and Leadership <ul><li>‘ It has helped us to look more closely at leadership </li></ul><ul><li>and management issues, at communication and </li></ul><ul><li>at how we can go on to be even more successful.’ </li></ul><ul><li>B COP </li></ul><ul><li>“ Investors in People sums up our company in a single </li></ul><ul><li>phrase. We pride ourselves on a happy, dedicated </li></ul><ul><li>and knowledgeable staff that works together to </li></ul><ul><li>provide a service that is respected. [Directors] </li></ul><ul><li>encourage every one to express their ideas for </li></ul><ul><li>improving the business - we get a considerable </li></ul><ul><li>amount of feedback from staff.” </li></ul><ul><li>Badham Pharmacy </li></ul><ul><li>“ Investing in our people keeps staff motivated and </li></ul><ul><li>enthusiastic,” </li></ul><ul><li>Peter Hickman Hairdressing </li></ul>
    13. 13. Investors in People Reduces Costs and Improves Profitability <ul><li>” Investors in People boosts performance in </li></ul><ul><li>manufacturing, as measured by productivity and </li></ul><ul><li>profitability” EEF Study (2006) </li></ul><ul><li>“ As a result of working with Investors in People, </li></ul><ul><li>Prudential experienced a 33% rise in pre-tax </li></ul><ul><li>profits ” Prudential </li></ul><ul><li>“ Not only has Investors in People had a great </li></ul><ul><li>motivational effect on all of our team, it's enabled </li></ul><ul><li>us to react to a challenging and changing market. </li></ul><ul><li>Largely because of the good practices of </li></ul><ul><li>Investors in People, we've been able to increase </li></ul><ul><li>both our efficiency and turnover.” </li></ul><ul><li>Euro Office Equipment </li></ul>
    14. 14. Investors in People Improves Skill Levels & Staff Flexibility <ul><li>“ As a result of IIP we’ve not been affected by the </li></ul><ul><li>recession at all, in fact we’ve never been as </li></ul><ul><li>busy. Because our staff are now better trained </li></ul><ul><li>and flexible we are getting more work and </li></ul><ul><li>delivering high quality results, as a result we get </li></ul><ul><li>a lot of repeat business” </li></ul><ul><li>Rabbit Construction </li></ul><ul><li>[Through IiP] management have promoted cross </li></ul><ul><li>team working, which is vital if we are to operate </li></ul><ul><li>to full capacity….through internal awareness </li></ul><ul><li>schemes where staff learn more about the </li></ul><ul><li>wider work of Eden. Staff commented: “We had a </li></ul><ul><li>trial day to give us experience in other areas. </li></ul><ul><li>That gave me a better understanding of the </li></ul><ul><li>whole site .” The Eden Project </li></ul>
    15. 15. Investors in People Improves Commitment & Results <ul><li>73% of Investors in People organisations believe </li></ul><ul><li>that Investors in People leads to increased </li></ul><ul><li>productivity </li></ul><ul><li>“ You can't achieve our kind of growth </li></ul><ul><li>unless you develop and nurture your </li></ul><ul><li>team. They are everything to us. Our </li></ul><ul><li>expectations are high and we equip our </li></ul><ul><li>people to deliver.” Broadley Speaking </li></ul><ul><li>“ Before working with Investors in People, </li></ul><ul><li>Lyreco was a loss-making company, </li></ul><ul><li>but the changes it has made to the way we do </li></ul><ul><li>business has been so successful, that after four </li></ul><ul><li>years, sales turnover has quadrupled” </li></ul><ul><li>Lyreco UK Ltd </li></ul>
    16. 16. Investors in People Enhances Competitive Edge & Reputation <ul><li>Being an Investor in People is a very good </li></ul><ul><li>marketing tool for us and has often been clincher </li></ul><ul><li>of the deal. Clients know they will get consistency </li></ul><ul><li>and quality of service……. plus we have had low </li></ul><ul><li>absenteeism, and staff turnover” All Clean Ltd </li></ul><ul><li>“ Because of CMCs reputation based on IIP and </li></ul><ul><li>other quality marks we have got more clients. Our </li></ul><ul><li>USP is our reputation for quality based on a </li></ul><ul><li>workforce that is well trained and understands </li></ul><ul><li>what we are as a company trying to achieve” CMC </li></ul><ul><li>“ As well as giving us happy and motivated </li></ul><ul><li>employees, Investors in People has also given us </li></ul><ul><li>an edge in the market place” Premier Kitchens </li></ul>
    17. 17. Investors in People Gives Businesses Ongoing Challenge and Rewards <ul><li>71% of Investors in People organisations feel that </li></ul><ul><li>working towards and maintaining the Investors in </li></ul><ul><li>People accreditation has a positive impact on their </li></ul><ul><li>business </li></ul><ul><li>71% of Investors in People organisations feel that </li></ul><ul><li>Investors in People continuously challenges </li></ul><ul><li>organisations to improve </li></ul><ul><li>CBI 2008 </li></ul>
    18. 18. Investors in People Helps Businesses Manage Through Recession <ul><li>Effective development of people in line with business ambitions is central to managing change, growth & competitive edge. </li></ul><ul><li>In times of economic uncertainty organisations face tough decisions e.g. business refocus, rationalisation, restructuring, innovating, and re-engineering the skills base. </li></ul><ul><li>The Investors in People Standard has become the UK’s premier business improvement tool because it is proven to deliver step changes needed through people during times of change. </li></ul><ul><li>IES 2008. </li></ul>
    19. 19. Investors in People Helps Businesses Manage Through Recession <ul><li>For employers seeking to maintain profitable growth during slowdown, there is now compelling independent evidence that holistic people management pays. </li></ul><ul><li>Organisations adopting a comprehensive approach to people development perform better than those without, i.e. higher gross profits, profit margins & productivity. </li></ul><ul><li>Just a ten percent increase in investment secures an increase in gross profit per employee of over £1500 pa </li></ul><ul><li>IES 2008. </li></ul>
    20. 20. Investors in People Helps Businesses Manage Through Recession <ul><li>For organisations to thrive during challenging times, the IIP framework is proven to be central to: </li></ul><ul><li>Embedding a strong change / innovation culture </li></ul><ul><li>Developing leadership skills </li></ul><ul><li>Reducing costs and wastage through focussing </li></ul><ul><li>people development where there is the best ROI </li></ul><ul><li>Improving skills levels and flexibilities </li></ul><ul><li>Matching people development to business goals </li></ul><ul><li>Increased staff commitment and retention </li></ul><ul><li>Reduction in recruitment costs </li></ul><ul><li>Improvement in competitive edge, reputation and </li></ul><ul><li>performance </li></ul><ul><li>Realising Business Ambitions through times of change COI 2008 </li></ul>
    21. 21. New choices in Investors in People
    22. 22. The Benefits of the New Choices Approach <ul><li>“ We had almost come to the end of the road with IIP </li></ul><ul><li>but New Choices means it is right back at the heart of </li></ul><ul><li>our business strategy and will remain so indefinitely” </li></ul><ul><li>Care Solutions </li></ul><ul><li>“ For smaller businesses such as ours the stretch </li></ul><ul><li>provided by New Choices in Leadership and People </li></ul><ul><li>management both aligned with and supported our </li></ul><ul><li>overall policies” Walker Thomson Accountants </li></ul><ul><li>“ The option to stretch our approach to business </li></ul><ul><li>planning beyond the Investors in People Standard </li></ul><ul><li>using New Choices has ensured that we have an </li></ul><ul><li>approach to business strategy which has given us the </li></ul><ul><li>confidence and tools to drive business growth and </li></ul><ul><li>enable us to stay ahead of our competitors” </li></ul><ul><li>Hire Association Europe </li></ul>
    23. 23. The Benefits of the New Choices Approach <ul><li>“ It has been our best Investors in People experience </li></ul><ul><li>yet. It has proved to be an excellent motivator and </li></ul><ul><li>has really helped us to concentrate our minds on </li></ul><ul><li>lines of leadership, on how we deal with things and </li></ul><ul><li>on how we feed up to managers and leaders.” </li></ul><ul><li>BCOP </li></ul><ul><li>“ I am pleased IIP has changed - it gave real purpose </li></ul><ul><li>To the assessment process and I can use it as a real </li></ul><ul><li>business measure now” Abbey Hotel </li></ul><ul><li>'(The report is) more user friendly and client focused, </li></ul><ul><li>and had clear links with the main objectives of the </li></ul><ul><li>company” Network Telecom (UK) Ltd </li></ul>
    24. 24. New Choices Approach Client Case Studies <ul><li>Care : Care Choices </li></ul><ul><li>Accountancy : Walker Thomson Accountants and Registered Auditors </li></ul><ul><li>Trade Association : Hire Association Europe </li></ul><ul><li>Charity : BCOP </li></ul><ul><li>Tourism : The Abbey Hotel and Headland Hotel, Newquay </li></ul><ul><li>Electronics – Network Telecom UK </li></ul>
    25. 25. New Choices Approach Assessment / Review Process Implementation / Continuous improvement Report and Improvement Planning Recognition Panel (first recognition only) Annual Contact Evidence Gathering Judgement & Feedback Assessment Planning
    26. 26. IIP SW Assessment and Review Packages <ul><li>Assessment and Review Packages </li></ul><ul><li>Include : </li></ul><ul><li>Planning meeting </li></ul><ul><li>On site assessment </li></ul><ul><li>Initial feedback (at end of on site) </li></ul><ul><li>Written Report linked to business goals </li></ul><ul><li>Continuous Improvement Plan and Meeting </li></ul><ul><li>Annual update and progress review by assessor </li></ul><ul><li>Client Network Club </li></ul><ul><li>Subsidised Workshops – Introduction to IIP; New Choices; Preparing for Assessment or Review; In company programmes </li></ul><ul><li>Support with celebration, use of logo and branding and PR </li></ul><ul><li>QSW subsided rates (20% subsidy on national </li></ul><ul><li>recommended rate) </li></ul>
    27. 27. IIP SW Advice and Assessment Packages <ul><li>Advice and Assessment Packages </li></ul><ul><li>4 days advice plus assessment package </li></ul><ul><li>10-15%* subsidy on QSW subsidised rate </li></ul><ul><li>30-33%”subsidy on recommended national rate </li></ul><ul><li>*dependent on organisation size </li></ul>
    28. 28. Support for Clients <ul><li>On the IIPUK Web Site </li></ul><ul><li>Free Business Health Check </li></ul><ul><li>Business Issues Scoping Tool (linked to the combined framework) </li></ul><ul><li>Profile Self Check / Diagnostic </li></ul><ul><li>IIP Interactive Web Based Support </li></ul><ul><li>Case Studies </li></ul><ul><li>Downloads </li></ul><ul><li>Through QSW </li></ul><ul><li>Advice on New Choices and any framework topic </li></ul><ul><li>IIP Survey Tool – cost effective staff surveys </li></ul><ul><li>Web Site Case Studies and Information </li></ul>
    29. 29. New choices in Investors in People

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