1. Welcome to Scotland’s First
Investors in People Conference
We would like to thank you sponsors
Media Partner
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2. Peter Russian
Chief Executive
Investors in People Scotland
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4. The Productivity Challenge
Investors In People Scotland |
It is estimated that about a quarter of the UK’s productivity gap with the United States could be down to poor
management. (Productivity & Business, LSE 2015)
The UK doesn’t have enough high-performance workplaces which are more likely to invest in the skills of employees
or to utilise these skills effectively. (CIPD 2014)
There is a 0.41 correlation between employee engagement and task performance amongst UK employees (CIPD)
Gallup data from 23,910 business units demonstrated that those units with engagement scores in the top quartile
averaged 18% higher productivity than those units in the bottom quartile.
71% of companies with above average employee engagement achieved company performance above their sector
average while only 40% of companies with below average employee engagement. (Corporate Leadership Council)
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5. Investors In People Scotland |
“the evidence shows under-developed leadership and management skills
and a widespread failure to adopt management best practices are
constraining the performance and growth of a large number of SMEs.”
Professor James Hayton
Leadership and Management Skills in SMEs: Measuring Associations with
Management Practices and Performance
May 2015
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6. Investors In People Scotland |
88% report positive impact of Investors in People
Highest impact on employee engagement, learning and development, and organisation performance
• 80% report impact on reputation
• 79% report impact on productivity
• 83% report impact on motivation
• 78% report positive impact on people’s ability to do their jobs
8.6 /10 satisfaction with quality of Specialists
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7. Investors In People Scotland |
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8. Investors In People Scotland |
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9. Investors In People Scotland |
My job is to look after
other people and get them
to be better.
Sir Dave Brailsford
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11. David Marquet
Expert on Leadership and Innovation
Bestselling Author of Turn The Ship
Around
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12. / Coffee Break 20 minutes
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13. Alex McGuire
Group Director of Property
Wheatley Group
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14. Supporting
Change
Alex McGuire
Group Director of Property
Date: 4 June 2015

15. 15
The New Dawn

16. homes transferred – Europe’s largest transfer
85,000 employees at transfer operating from
over 60 outlets
2200 Investment to homes in the first 10
years alone
£1.2bn
higher than the average rent in the
city
21% of public debt write-off or grants
£1.6bn of private finance levered in
£725m
£180m What could go
wrong?Operating turnover – bigger than Celtic, Rangers and
Irn-Bru; City Council spending £120m servicing debt
The New Dawn

17. 17
• ‘GHA in disarray’ / 5 CEOs in 6 years
• Shattered stakeholder relationships
• 63 separate organisations, brands, cultures, agendas
• No clear purpose or direction as a temporary organisation set up to dismantle itself
• SST programme stalled / no new homes built / regeneration halted / poor business
performance
• Overall customer satisfaction poor at 67%
• Customer satisfaction with repairs service 44%
• Staff satisfaction 55%
False dawn: a six-year meltdown

18. 18
False dawn: a six-year meltdown
Scottish Housing Regulator’s comments in
2009 Review:
“We see a real dichotomy between GHA’s
improvement of services
on one hand, and the review of its purpose on the
other”
“The weaknesses in the review of its purpose
mean that GHA does
not have a sound base from which to progress”

19. • Clear and visible leadership, new board and executive team
• Re-building organisation from the ‘ground up’
• Creating a new vision
• Restoring trust and confidence of customers, staff, stakeholders
• New structure / customer focus
• Using our scale to go beyond ‘bricks and mortar’
Solid foundations for a bright future

20. Tenant satisfaction –
up from 67%
91% Rent arrears – down from
£10.4m
£3.6m Average days to let – down
from 56
Staff sickness absence
from a peak of almost 10%
2.5% Units on site or approved in
this year alone
1400 staff satisfaction
94%
GHA is the powerhouse of
Wheatley Housing Group
13
GHA today…
Legacy of
stock
transfer?

21. The Wheatley Group
Timeline of the history of Wheatley Group
2003 20112010200920082007200620052004 2012 2013 2014
Creation of Wheatley
Housing Group, named
after the “father of social
housing”, Glasgow MP
John Wheatley
Creation of GHA with the
transfer of 85,000 homes
from Glasgow City Council
The Group encompasses
GHA, Cube HA, Lowther
Homes and YourPlace
Property Management
GHA and YourPlace have
achieved a prestigious UK
business improvement
award Investors in People
Gold Accreditation
West Lothian Housing
Partnership joined the
Group in 2013. They
own and manage 381
homes in West Lothian
New management
team is set up
within GHA
Wheatley Group is ideally placed through size, scale and capacity to contribute to city, regional & national outcomes in housing
and community regeneration
“Leading with Vision,
Inspiration and
Integrity” prize at the
2013 EFQM
(European
Foundation for
Quality Management)
Loretto Housing
Association with 1,089
homes across Central
Scotland and its care
subsidiary Loretto Care -
with almost 1,000 service
users joined the Group
Wheatley Group ranked
36th in the Sunday Times
“Best Companies”
Awards
Cube joins GHA in
receiving Charter Mark
for customer service
excellence
2015
Wheatley Group
raises bond on
capital markets,
securing the UK’s
lowest all-in price (at
the time) for a
housing association
public bond
April 2015 – Dunedin
Canmore joins
Wheatley Group

22. Delivering excellence through group structure
Current Wheatley Group subsidiaries:
• GHA, Scotland's largest social landlord, with almost 43,000 affordable homes in Glasgow
• Cube Housing Association, with over 3,300 social homes across the West of Scotland
• Loretto Housing, with over 1,000 affordable homes in the central belt
• West Lothian Housing Partnership with 381 affordable homes
• Loretto Care, supporting over 1,000 care clients and service users
• YourPlace Property Management, Scotland’s ‘Feel Good Factor’, with over 25,000 customers
• Lowther Homes, with over 500 homes for full and mid-market and shared equity
• Dunedin Canmore, with 5,500 homes in Edinburgh the Lothians and Fife
A young and dynamic HA which is now firmly on the map
• Named after John Wheatley, the Glasgow MP who became known as the father of social housing
• All parts of the Group are firmly rooted in their local communities, putting customers at the heart of
decisions affecting their homes and neighbourhoods
• Ideally placed through our size and scale to contribute to city, regional and national outcomes in
housing, care and community regeneration

23. Delivering excellence through group structure

24. Time to change the rules
• Redefining the authorising environment
– who should be in control?
• Release energy and passion at the right
levels
• Challenge people to challenge
themselves – no rules of engagement
• Trust yourself – not the “process”

25. Our platform to transforming customer services

26. Let’s not ‘enhance’ the rules which make us ineffective
• Challenge existing concepts and behaviours
• Deleting frustration – not building on it
• Experiment – “let’s just do this”
• Command and control is risk management, not creativity
• Process of design relegates behaviour
• No universal customer – no universal solution

27. The language of comfort
“my manager trusted me and that gave me confidence”
“the new structure empowers me to make decisions”
“I believe I can make a difference”

28. The language of transformation
“I am in charge”
“I am trusted and I am confident”
“I take decisions and act for my customer”
“I change lives”
“I believe in us”
“I challenge myself to challenge others”

29. Where we were

30. Where we thought we wanted to get to

31. What we created

32. Think Yes – transformational leaders
Traditional
// Leader wants to be at the
centre of things
// Leader is self serving
// Culture is to “tell, solve
and check”
// Value derives from power
// Culture of escalation
Think Yes
// The team challenge the leader
// The power is with the person
who touches the customer
// Leader serves the team
// No universal solution… no universal
behaviour
// Leader lives within a culture of risk
// Outcomes not processes – design as we
speak

33. Behavioural leadership – not process
The more leadership you devolve,
the more leadership you have to show

35. Transformational gain
0
500
1000
1500
2000
2500
2009 2010 2011 2012
Headcount
CustomerSatisfaction
3000
2013
76%
78%
80%
82%
84%
86%
88%
90%
Transformation Gain

36. Making homes
and lives better

37. / Lunch 45 minutes
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38. Therese Procter
Personnel Director
Tesco Bank
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39. IMPROVINGTherese Procter, Tesco Bank

40. WHAT DOES GREAT
LEADERSHIP LOOK LIKE?
LEADERSHIP
TRUST
GENEROSITY COMMUNICATIONENGAGEMENT
PASSION
INSPIRATIONAL
INTEGRITY
PROACTIVE
CREATIVITY
CURIOSITY
SELF-DISCIPLINE
INNOVATION
CONFIDENCE
MOTIVATION
STRENGTH
COMMITMENT
HONESTY
RECEPTIVE
VISION
FOCUS
OPTIMISTIC
INTUITIVE
EMPATHIC
CHANGERESILIENCE
ENTHUSIASM
RESOURCEFUL
CHARISMA RESPECTFUL
HUMILITY
AGILITY
TRUTH EMPOWERING
VALUESDECISIVE
ENERGY
LISTENING
POSITIVE
LOYALTY

41. LEADERS ARE LIKE TEABAGS

42. IN HOT WATER

43. IN HOT WATER

44. THE DEFINING LEADERSHIP
QUALITY …
COURAGE

45. THE DEFINING LEADERSHIP
QUALITY …
COURAGEIn the face of the unknown, courage
means being certain that you are right
in terms of fact and values.
Sir Terry Leahy

46. THE FACTS:
LISTENING TO CUSTOMERS

47. OUR VALUES
Treat everyone how
we like to be treated
No one tries harder
for customers
We use our
scale for good

48. COURAGE IN BANKING
At the heart of our culture
– which will be underpinned
by our values – will be
the imperative that we are
led by the needs of
our customers.
Benny Higgins
Chief Executive, Tesco Bank

49. THE JOURNEY:
KEY MILESTONES
Tesco Personal Finance established in February 1997
under the terms of a joint venture with Royal Bank of Scotland Group…
Tesco purchased 100% control
in December 2008 at a cost of £950million
Focus for the following three years was
the transformation of systems, processes and people…
Customer migration completed May 2012
with over 6 million customers moved onto new Tesco Bank infrastructure
Staff numbers have increased
over that period from 180 to over 4,000….

50. Haymarket Yards, Edinburgh
Broadway 1, GlasgowQuorum 8, Newcastle
EHQ, Edinburgh

52. VALUES, VISION & STRATEGY
Tesco Bank Vision
To become a natural choice as a provider of
financial services for Tesco Customers
Tesco Values
Treat everyone how we like to be treated
No one tries harder for customers
We use our scale for good
Tesco Bank Strategy
Putting Tesco into Banking and Insurance

53. SUPPORTING OUR PEOPLE:
VALUES-LED REWARD

54. SUPPORTING OUR PEOPLE:
REWARD & RECOGNITION

55. Supporting
Future Growth
We have a
consistent approach
to building
capability across
Tesco Bank with the
right structures,
right investment.
We know how to
land change and
make it stick
Growing
With Us
Every person knows
their career plans,
what training is
available, and has a
realistic assessment
of their personal
performance and
contribution
Trusted Leaders,
Trusted Teams
All our leaders
understand what
contribution they
make to our culture
and the part they
play in leading
collectively across
the business
Changing Lives
We make the most
of our contribution
to society as we
help people into
work and careers
and play our part in
building basic skills
for employability.
Removing barriers
for women and
young people
Connecting Our People
We find simple ways to connect people across Tesco, engage them
as ambassadors and tell our story
SUPPORTING OUR PEOPLE:
PEOPLE PLAN

56. SOLID FOUNDATIONS

57. PERSONAL LEADERSHIP

58. BUILDING CAPABILITY

59. DELIVERING CONTINUOUS
IMPROVEMENT

61. 18,000hrs
volunteered
by colleagues
since 2010
£1mraised for
charities
£175,000fundraised for local charities, Diabetes UK,
Race for Life and Movember in 2014
80%agree
80%agree
78%agree
“We use our scale for good”
up 11% on 2013
“I am encouraged to
participate in our social
responsibility initiatives”
up 2%
“Tesco Bank brings
benefits to my
local community”
up 6%
COMMUNITY IMPACT

62. THIRD-PARTY RECOGNITION

63. SUSTAINABLE SUCCESS

64. IMPROVINGTherese Procter, Tesco Bank

65. Introducing the new sixth generation
IIP Framework

66. Introduction to Investors in People
Investors In People |
• We help organisations to improve performance, be more productive, to change and
to grow
• We believe that engagement, skills, communication, motivation and ownership make
a big difference to performance
• Investors in People is a good practice Standard based on the features of high
performing organisations.
• It is the only international Standard to link your ambition and your people practices.
• The Investors in People accreditation is recognised across 25 countries and held by
over 15,000 businesses.
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67. Investors In People |
Features
• Based on latest research on high performance
• Working with external, independent specialists
• Accreditation at Platinum, Gold, and Silver levels
• Opportunity to benchmark against other organisations
Advantages
• Identifies the key people issues which will drive business success
• In depth insight into your culture and practice
• Advice and guidance from industry experts
• Tailored to the specific needs of each organisation’s business priorities
• External recognition of your commitment to customers and stakeholders
Benefits*
• Improved performance and productivity
• Improved motivation and morale
• Improved capability to achieve business goals
• Better reputation
* based on University of Glasgow research #IIPSConf2015

68. Key changes in the Framework
15/06/2015 Investors In People |
What is Staying
• Driven by your
purpose and
organisation
ambition
• Focus on leadership,
engagement, people
development and
improvement
• Continuous
improvement
remains an integral
part of Investors in
People approach
What is Changing
• Replacing Plan Do
Review
• Simplifying by
reducing duplication
What is New
• Based on High
Performance Working
Research
• New focus on
Structuring Work and
Creating Sustainable
organisations
• Introduced Maturity
levels to support
change
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69. The new framework: Key principles
15/06/2015 Investors In People |
 Everything starts with your organisation ambition
 The framework is based on the concept of
sustainable high performance through people
 Reflects the 9 key areas to enable high
performance through people
 Organisations use the Framework to develop
practice using the levels of maturity
 Each indicator has 3 themes
 Organisations are reviewed at the criteria level
within the framework
 Focus on leaders and people
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70. The concept of maturity levels
15/06/2015 Investors In People |#IIPSConf2015

71. High Performance Heat Map
15/06/2015 Investors In People |
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72. The IIP Survey Tools
15/06/2015 Investors In People |
• Survey tools will be available to support the review process
• Allows an effective measure of how far practices are embedded
• Allows tailoring of the review to specific themes or parts of the business
• Can be integrated within in house survey tools
• Will allow benchmarking against other organisations
6.81
1.12
5.00 5.00 5.30
4.56 4.89 4.67
3.48
5.00
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Indicator 1. Leading & Inspiring peopleIndicator 2. Living the organisationÍs values and behavioursIndicator 3. Empowering and involving peopleIndicator 4. Managing performanceIndicator 5. Rewarding and recognising high performanceIndicator 6. Structuring workIndicator 7. Building capabilityIndicator 8. Delivering continuous improvementIndicator 9. Creating sustainable successMaturity level predictor
Alignment
Indicator
ALIGNMENT AGAINST THE STANDARD
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73. 15/06/2015 Investors In People |
Timetable
• New Framework will be available to use in August
• Period of transition to allow organisations to complete work with current Framework if
appropriate
• Our Specialists will advise you on the best course of action
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74. / Coffee Break 20 minutes
Wifi: Press-Internet
Password: Press_5508_2
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75. Andrew Coetzee
Business Development
Investors in People Scotland
The new framework
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77. #IIPSConf2015

78. Discussion
Where does your organisation currently fit?
Where would you like it to fit?
How will you get there?
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79. Where does your organisation
currently sit against indicator 9?
Respond at PollEv.com/investorsinp905
Text INVESTORSINP905 to 07624806527 once to join, then text A, B, C, or D
Answers to this poll are anonymous
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81. / Summary
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82. / Drinks and Canapés
will be served in the exhibition and catering area
overlooking the Sir Chris Hoy Velodrome
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