IiP Assessment


Published on

Guide to Assessment process against Investors in People Framework

1 Like
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

IiP Assessment

  1. 1. Assessment Conduct
  2. 2. Objectives of Assessment <ul><li>Meet Core Standard </li></ul><ul><li>Assess Council’s capability to manage change and other processes effectively; </li></ul><ul><li>Attain recognition for level of capability: </li></ul><ul><ul><li>Bronze ? </li></ul></ul><ul><ul><li>Silver ? </li></ul></ul><ul><ul><li>Gold ? </li></ul></ul>
  3. 3. Assessment <ul><li>Conduct: </li></ul><ul><ul><li>Random sample </li></ul></ul><ul><ul><li>Cross cut across all grades, genders and employment </li></ul></ul><ul><ul><li>Nos involved – within range 7.5-15% </li></ul></ul><ul><ul><li>Evidence from: </li></ul></ul><ul><ul><ul><li>Interviews - Confidential </li></ul></ul></ul><ul><ul><ul><li>Meetings </li></ul></ul></ul><ul><ul><ul><li>Observation </li></ul></ul></ul><ul><ul><ul><li>External Audits </li></ul></ul></ul>
  4. 4. Assessment <ul><li>Questions designed to produce evidence, which is: </li></ul><ul><ul><li>Current (last 18 months); </li></ul></ul><ul><ul><li>Valid/Verifiable; </li></ul></ul><ul><ul><li>Relevant; </li></ul></ul><ul><ul><li>Representative; </li></ul></ul>
  5. 5. Assessment Questions – Indicator 1 <ul><li>Strategic Business Improvement: </li></ul><ul><li>Involvement of stakeholders in development of strategy; </li></ul><ul><li>Impact of previous evaluations/audits on strategy; </li></ul><ul><li>Development of Organisation Vision / Mission Statement / Supporting Core values through consultation with all stakeholders </li></ul><ul><li>The organisation’s strategy on social responsibility </li></ul><ul><li>Review process for Corporate Plan/Balanced Scorecard </li></ul><ul><li>How strategy for improving performance is agreed with stakeholders and conveyed to staff </li></ul><ul><li>Review process for Balanced Scorecard with SMART Key Performance Indicators </li></ul><ul><li>Process used to discuss progress against objectives and business improvement issues </li></ul><ul><li>Updates on progress and business objectives by Top Managers </li></ul><ul><li>Development of Departmental Scorecards </li></ul><ul><li>Communication Strategy </li></ul><ul><li>Evidence of Operational Business plan with measurable performance objectives </li></ul><ul><li>Degree of consultation with joint consultative committees / focus groups </li></ul>
  6. 6. Assessment – Indicator 2 <ul><li>Learning & Development Strategy </li></ul><ul><li>Links between Learning and Development Strategy and Corporate Plan & Balanced Scorecard </li></ul><ul><li>Key learning issues arising from business objectives </li></ul><ul><li>Priorities, resources and how they will be evaluated; </li></ul><ul><li>Resources planned/allocated; </li></ul><ul><li>Development “bill” at Council, Department & Team levels </li></ul><ul><li>Skills matrices </li></ul><ul><li>Job Specs and Personal Development Plans </li></ul><ul><ul><li>Links to personal scorecards/objectives </li></ul></ul><ul><ul><li>Expected outcomes or impact on performance </li></ul></ul><ul><ul><li>Evaluation process </li></ul></ul><ul><li>Departmental training plans? </li></ul><ul><ul><li>Key programmes and planned outcomes/objectives (SMT); </li></ul></ul><ul><ul><li>Resources Allocated and priorities; </li></ul></ul><ul><ul><li>Responsibilities and returns; </li></ul></ul><ul><ul><li>Departmental programme of all planned professional and personal development; </li></ul></ul><ul><ul><li>Statutory and professional development; </li></ul></ul><ul><ul><li>Safety, health, environmental and fire requirements; </li></ul></ul><ul><li>Reviews of learning and development needs at: </li></ul><ul><ul><li>Team? </li></ul></ul><ul><ul><li>Department? </li></ul></ul><ul><ul><li>Organisational level? </li></ul></ul><ul><ul><li>Communication briefed up/across management chain? </li></ul></ul><ul><li>Statutory requirements? </li></ul>
  7. 7. Indicator 3 – People Management <ul><li>Strategies linked to recruitment, access to learning and development, work-life balance and use of constructive feedback ; </li></ul><ul><li>What is content of Equality and Diversity Policy: </li></ul><ul><ul><li>How does Recruitment/selection policy that match people competencies against organisation’s values; </li></ul></ul><ul><ul><li>What is Appraisal System for all staff; </li></ul></ul><ul><ul><li>Composition of staff - Full-time, Part-time (incl job-share), casual, home-based? </li></ul></ul><ul><ul><li>Policies to manage staff with: </li></ul></ul><ul><ul><ul><li>ESOL; </li></ul></ul></ul><ul><ul><ul><li>Learning Difficulties; </li></ul></ul></ul><ul><ul><ul><li>Disabilities; </li></ul></ul></ul><ul><ul><li>What criteria is used to select staff to access restricted learning opportunities: </li></ul></ul><ul><ul><ul><li>How are personal development reviews conducted; </li></ul></ul></ul><ul><ul><ul><li>What is selection process/priorities for attendance; </li></ul></ul></ul><ul><ul><li>Staff Suggestion/Business Improvement Committees/Groups/Incentive Schemes? </li></ul></ul><ul><ul><li>Is there a Reward/Recognition policy; </li></ul></ul><ul><li>How are Work-Life Balance/Health Promotion Policy linked to Corporate/Balanced Scorecards (if appropriate). </li></ul><ul><li>Does Communication Strategy include communication policy/processes on: </li></ul><ul><ul><li>Organisational/team/role learning needs; </li></ul></ul><ul><ul><li>Specific learning opportunities to everyone; </li></ul></ul><ul><ul><li>Use of meetings to publicise career/development/learning opportunities and 360degree /Two-way communication; </li></ul></ul><ul><li>How are managers mandated to actively promote: </li></ul><ul><ul><li>Developmental (career/learning) opportunities and sharing good practice in team meetings; </li></ul></ul><ul><ul><li>Cross-skilling; </li></ul></ul><ul><li>Is constructive feedback encouraged and utilised in organisation? </li></ul>
  8. 8. Indicator 4 – Leadership & Management <ul><li>Is there a strategy to manage and develop leaders and managers for the organisation with the necessary knowledge, understanding, skills, attitudes and behaviours to match the organisational culture; </li></ul><ul><li>Have competencies for all leaders/managers/supervisors have been developed against: </li></ul><ul><ul><li>Job Specifications; </li></ul></ul><ul><ul><li>National Occupational Standards (NOS); </li></ul></ul><ul><ul><li>Balanced Scorecard; </li></ul></ul><ul><li>Does management development include: </li></ul><ul><ul><li>Identification, development and selection of potential leaders/managers/supervisors against NOS; </li></ul></ul><ul><ul><li>Managers are professionally developed and qualified (CMgr, CMI, ILM); </li></ul></ul><ul><ul><li>Managers are appraised against NOS and Balanced Scorecard; </li></ul></ul><ul><ul><li>Leadership and management ‘best practice’ is benchmarked and encouraged </li></ul></ul><ul><ul><li>Mentoring and coaching are encouraged at all levels of supervisory management; </li></ul></ul><ul><ul><li>Opportunities to substitute for managers or supervisors; </li></ul></ul><ul><ul><li>Undertake added value roles involving decision-making or controlling resources; </li></ul></ul><ul><li>Is constructive feedback encouraged and welcomed through: </li></ul><ul><ul><li>Communication; </li></ul></ul><ul><ul><li>Suggestion schemes; </li></ul></ul><ul><ul><li>Focus Groups run by senior management team; </li></ul></ul><ul><li>Are Leadership and Management competencies widely communicated and reinforced; </li></ul><ul><li>Do people know what they need to do to advance in the organisation. </li></ul>
  9. 9. Indicator 5 – Effective Management <ul><li>Can Top Managers explain and evidence: </li></ul><ul><ul><li>Their actions as role models against the espoused leadership and management strategy; setting out and demonstrating key values of leadership; </li></ul></ul><ul><ul><li>Actions as role models within their team; “practise what they preach” </li></ul></ul><ul><ul><li>Sharing knowledge – what has happened, what is happening and what is under consideration for the future – e.g. focus groups, consultative meetings; </li></ul></ul><ul><ul><li>Inspire leadership in others – demonstrating openness, honesty and trust: meeting staff in open groups to discuss potential issues; holding staff meetings/briefings; </li></ul></ul><ul><li>Do Managers: </li></ul><ul><ul><li>Walk the talk; act as role models; set and agree objectives; conduct appraisals/mid-year reviews; accept feedback from their teams; </li></ul></ul><ul><ul><li>Share knowledge with their teams – team meetings, job-chats; </li></ul></ul><ul><ul><li>Use coaching; guide people with career/role advice; Train the Trainer; </li></ul></ul><ul><ul><li>Change how they change their management and development of their people after feedback; </li></ul></ul><ul><li>Are Staff attitude surveys; </li></ul><ul><ul><li>Conducted with all staff; </li></ul></ul><ul><ul><li>Results shared and discussed; </li></ul></ul><ul><ul><li>Action plans adopted and monitored for progress (when appropriate); </li></ul></ul><ul><ul><li>Do people indicate: </li></ul></ul><ul><ul><ul><li>Respect/Trust in their managers; </li></ul></ul></ul><ul><ul><ul><li>Knowledge is shared; </li></ul></ul></ul><ul><ul><ul><li>They receive career/role advice; </li></ul></ul></ul><ul><ul><ul><li>Constructive is given and they can give it to their managers; </li></ul></ul></ul><ul><li>Is there a culture of openness and a culture of coaching; </li></ul>
  10. 10. Indicator 6 – Reward & Recognition <ul><li>Have Top Managers: </li></ul><ul><ul><li>Developed a Reward and Recognition Strategy for organisation/benchmark vs other organisations; </li></ul></ul><ul><ul><li>Show active involvement in recognising people and consult with unions and focus groups in developing/review strategy; </li></ul></ul><ul><li>Are Employee recognition schemes in place: </li></ul><ul><ul><li>Staff discount schemes, Suggestion schemes, Incentive schemes; </li></ul></ul><ul><ul><li>Additional leave/pay with increased service, Full sickness pay, Final salary schemes; </li></ul></ul><ul><ul><li>Social events, Newsletters/circulars highlighting employees, their involvement or achievements; </li></ul></ul><ul><ul><li>Commendation letters, Honours-Awards for exceptional service/public service; </li></ul></ul><ul><ul><li>Enhanced terms and conditions of service vs other organisations </li></ul></ul><ul><li>Do Managers: </li></ul><ul><ul><li>Include people in consultations/share confidential information; </li></ul></ul><ul><ul><li>Give people additional responsibility /authority/substitution roles; </li></ul></ul><ul><ul><li>Congratulate people verbally/in writing directly or indirectly personally, in meetings/public events or in official minutes/publications; </li></ul></ul><ul><ul><li>Press releases/articles to highlight special contribution of staff, staff initiatives or community activities e.g. charity fundraising. </li></ul></ul><ul><ul><li>Conduct regular team briefings and additional ones when issues arise. </li></ul></ul><ul><ul><li>Flexibility in employment practice e.g. special leave, flexible working hours, flexible working rotas; </li></ul></ul><ul><li>Is contribution of staff highlighted to other staff, teams or managers; </li></ul>
  11. 11. Indicator 7 – Ownership & Commitment <ul><li>Are Top Managers: </li></ul><ul><ul><li>Demonstrating delegation in action – not just tasks but also authority and responsibility; </li></ul></ul><ul><ul><li>Using coaching to support delegation and “Lessons Learnt” positively – not negatively; </li></ul></ul><ul><li>Are Managers: </li></ul><ul><ul><li>Setting clear policies and agreeing processes; </li></ul></ul><ul><ul><li>Delegating responsibilities & tasks to lowest practicable level; </li></ul></ul><ul><ul><li>Offering people developmental projects/roles; </li></ul></ul><ul><ul><li>Team discussions held regularly; </li></ul></ul><ul><ul><li>Representing peoples’ views up and across management chain; </li></ul></ul><ul><ul><li>Ensuring Effective communication throughout organisation; </li></ul></ul><ul><ul><li>Displaying information on notice-boards, intranet, internal publications; </li></ul></ul><ul><ul><li>Encouraging decision-taking especially if there is a business benefit; </li></ul></ul><ul><ul><li>Recognising that learning takes place through mistakes - not just successes; </li></ul></ul><ul><li>Are People involved in the development of their team/Balanced Scorecard through: </li></ul><ul><ul><li>Communication policies; </li></ul></ul><ul><ul><li>Team meetings held regularly to take soundings/decisions and Representative gps – unions and focus groups </li></ul></ul><ul><ul><li>Current job specifications/descriptions; </li></ul></ul><ul><ul><li>Decisions being taken by the team or individual , if empowered; Sharing knowledge and experience; </li></ul></ul>
  12. 12. Indicator 8 – Effective Learning <ul><li>Is there a Learning and Development policy and what are: </li></ul><ul><ul><li>Learning delivery styles, priorities and resources allocated/available; </li></ul></ul><ul><ul><li>Categorised by role-related, professional and personal development; </li></ul></ul><ul><ul><li>Allocation of responsibilities for analysis/training/coaching/assessment; </li></ul></ul><ul><ul><li>Induction programmes at Council, Department/Team/Individual levels: </li></ul></ul><ul><ul><li>Induction policy for: </li></ul></ul><ul><ul><ul><li>All those joining or changing roles – full-time/part-time/job-share/casual; </li></ul></ul></ul><ul><ul><ul><li>Those returning after extended absences and Return To Work Interviews; </li></ul></ul></ul><ul><ul><ul><li>New leaders/managers/supervisors (at all levels); </li></ul></ul></ul><ul><li>Is Induction Effective – does it cover: </li></ul><ul><ul><li>Council vision, core values, Balance Scorecard, Structure, personalities; </li></ul></ul><ul><ul><li>Documentation – contract, Job Specification/Description, Responsibilities and Processes; </li></ul></ul><ul><ul><li>Learning needs analysis and statutory training – SHEF, Issue of PPE; </li></ul></ul><ul><ul><li>Allocation of mentor/coach/ “buddy” & delivery of Role-related skills by competent trainer/assessor; </li></ul></ul><ul><ul><li>Period of supervision/probation – standards and feedback explained; </li></ul></ul><ul><ul><li>Formal courses undertaken beyond legislative requirements. </li></ul></ul>
  13. 13. Indicator 8 – Effective Learning <ul><li>Is Learning: </li></ul><ul><ul><li>Based on current/future needs analysis (appraisals); </li></ul></ul><ul><ul><li>Linked to/evaluated against business/balanced scorecard objectives; </li></ul></ul><ul><ul><li>Delivered through: coaching, mentoring, shadowing, courses/on-line; </li></ul></ul><ul><ul><li>Linked to standards/qualifications when appropriate; </li></ul></ul><ul><ul><li>Evaluated for impact on job –new skill/knowledge/behaviours etc; </li></ul></ul><ul><ul><li>reported in terms of objective, cash, time/resources and impact. </li></ul></ul><ul><li>What Resources are there: </li></ul><ul><ul><li>Handbooks, diagrams; </li></ul></ul><ul><ul><li>Simulators, facilities; </li></ul></ul><ul><ul><li>Intranet/online; </li></ul></ul><ul><li>Is there: </li></ul><ul><ul><li>Cross-skilling within teams/departments/council; </li></ul></ul><ul><ul><li>Statutory or professional training; research; networking/benchmarking; </li></ul></ul>
  14. 14. Indicator 9 – Performance Management <ul><li>Is there: </li></ul><ul><ul><li>Quarterly and annual cumulative report of the resources used in learning; </li></ul></ul><ul><ul><li>What is the impact of training on all managers and all employees against Council/department/Team or individual plans (as appropriate); </li></ul></ul><ul><li>Do they capture resources used in learning in terms of cash, time and facilities; </li></ul><ul><li>What are the performance Improvements arising from learning identified and reported by managers during organisational, departmental/team and individual reviews; </li></ul><ul><li>Do Formal and informal Job-chats discuss performance improvements as a result of people gaining: </li></ul><ul><ul><li>new knowledge; </li></ul></ul><ul><ul><li>Understanding; </li></ul></ul><ul><ul><li>Skills; </li></ul></ul><ul><ul><li>Attitudes; </li></ul></ul><ul><ul><li>Behaviours. </li></ul></ul><ul><li>Do team meetings discuss, as a result of learning and share lessons learnt: </li></ul><ul><ul><li>Improvements made; </li></ul></ul><ul><ul><li>Good practice identified. </li></ul></ul><ul><li>Are improvements displayed or publicised, if appropriate. </li></ul>
  15. 15. Indicator 10 – Continuous Improvement <ul><li>Are Top Managers personally involved in reviews with people, their representatives; </li></ul><ul><li>Are Annual reviews of people management and development strategies conducted at all levels of management; </li></ul><ul><li>Are People are consulted on, and told of, Improvements to the way people are managed; </li></ul><ul><li>Are external standards used to identify opportunities for improvement (IiP, Customer Excellence, ISO9001:2000)/1400/18000, National Training or other Awards), implemented and communicated, if appropriate; </li></ul><ul><li>Are Local Government Commission Reports utilised to improve strategies and supporting policies; </li></ul><ul><li>Are Internal Reviews or staff surveys: </li></ul><ul><ul><li>Conducted; </li></ul></ul><ul><ul><li>Analysed and acted upon; </li></ul></ul><ul><ul><li>Publicised to everyone using Intranet, meetings, notices, newsletters; </li></ul></ul><ul><li>Are People are consulted on: </li></ul><ul><ul><li>Potential improvements to the effectiveness of existing systems; </li></ul></ul><ul><ul><li>New working processes to improve their management & development; </li></ul></ul>
  16. 16. Assessment - Outcome <ul><li>On-site analysis by Assessor; </li></ul><ul><li>Hot Feedback by Assessor: </li></ul><ul><ul><ul><li>Impact of current strategy & policies on organisation; </li></ul></ul></ul><ul><ul><ul><li>Good practice; </li></ul></ul></ul><ul><ul><ul><li>Level of achievement against Assessment objectives; </li></ul></ul></ul><ul><ul><ul><li>Areas for development; </li></ul></ul></ul><ul><ul><ul><li>Outcome – Core Standard met/not met. </li></ul></ul></ul><ul><li>Report, within 10 days: </li></ul><ul><ul><li>Evidencing hot feedback; </li></ul></ul><ul><ul><li>Level of Achievement; </li></ul></ul><ul><ul><li>Signposting best practice/information. </li></ul></ul>
  17. 17. Assessment: Follow-Up <ul><li>Feedback by Assessor to Council Team; </li></ul><ul><li>Agreement on Development Plan; </li></ul><ul><li>Annual visits to: </li></ul><ul><ul><li>Update Assessor on change/achievements; </li></ul></ul><ul><ul><li>Discuss progress against development plan; </li></ul></ul><ul><ul><li>Amend development plan. </li></ul></ul>