Investors in People

1
Investors in People

• Trish Poole
• Group General Manager
• Midcounties Co-operative

2
Agenda

• Introduction
• Why IIP
• The IIP Structure
• The benefits of IIP
• Next Steps
• Questions

3
Introduction

• Background
• Self
• Involvement IIP Midcounties panel member
• Other organisations

4
The Effective Organisation

• Plans ahead
• Develops staff
• Communicates well
• Manages effectively
• Measures and evaluates
• Always seeks to improve
• Recognises people performance
• business performance

5
Real business results

• Some key benefits gained by Investor in People
  organisations
• Increased customer satisfaction
• Better communication
• More team working

Independent report called Building Capability
for the 21st Century by Rajan, Chapple and van
Eupen (1999) spoke to over 2000 organisations who
described the above key benefits
6
The facts about Investors in People

• Set up in 1991 in UK
• Over 39,000 organisations recognised
• Brings benefit to both people and the
  organisation
• A framework of good practice
• 20 countries now using Investors in People

7
IIP UK Employee Survey Results
Taken from Research (March 99) Satisfaction at
Work Survey. Sample 600 UK companies (Planet
Research)
8
Types of companies involved

• Oxford Brookes University
• Nuffield Orthopaedic Centre NHS Trust
• Four Pillars Hotel Group
• Rowse Honey
• Oxford Citizens Housing Association
• Morleys of Bicester
• Oxford Community School
• Larkmead Veterinary Group

9
The Investors in People Standard - 3 principles
PLAN
DO
REVIEW
10
Business strategy
Continuous improvement
Learning development strategy

• People management strategy

Performance measurement
Leadership management strategy
Learning development

• Involvement empowerment

• Management effectiveness

• Recognition reward

11
Culture
Value
Empowered
Involve
Recognise Contribution
Encourage Decision Making
Encourage Ideas!
Giving Feedback
12
Implications for you

• Planning
• Clear Purpose, Vision and Strategy
• Business Plan with measurable performance
  objectives
• Managers involve people when developing the
  business plan and when agreeing team and
  individual objectives.

13
Implications for you

• Leadership Management
• Definition of knowledge, skills and behaviours
  desired of leaders and managers to lead, manage
  and develop people effectively and a plan to
  develop leaders and managers in line with it
• Everyone should be clear about it including
  people!

14
Implications for you

• Involving people in making improvements and
  decision making
• Need to create a climate in which people are
  encouraged to contribute ideas
• People to be encouraged to be involved in
  decision making that affects the performance of
  individuals, the team and the organisation
• People to be encouraged to take ownership and
  responsibility for these decisions

15
Implications for you

• Evaluation
• Planned people development to have resources and
  clear evaluation criteria
• Recognition of investment of time, money and
  resources in learning and development
• Able to explain performance improvements from
  learning and development
• Results in on-going improvements in strategies
  for improving performance and in managing people.

16
What are the steps involved?
Continuous improvement
17
The Assessment Process
18
Next Steps

• Questionnaires to all staff follow up on main
  areas
• Comparison with IIP standard diagnostic review
• Launch meeting /actions
• Commitment and ownership by everyone
• Team approach
• Need to change
• RESULT
• commitment and working towards the Standard!!

19
Thank you

• Any Questions