New choices in Investors in People

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New choices in Investors in People
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Whats different ?

• One Investors in People framework (previously the
  Standard and Profile)
• A more customer focussed, tailored approach
• Focus on development, improvement and progression
• 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

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The Investors in People Framework

• Business planning
• Strategy development
• Social responsibility
• Vision and values
• KPIs

• Continuous improvement
• Self review external review
• Feedback methods measures
• Internal external benchmarking

• Learning development planning
• Learning styles
• Continuous learning

Business strategy
Continuous improvement
Learning development strategy

• WLB
• RS
• Equality diversity
• Organisation design
• Feedback culture
• Performance improvement focus

• Evaluation of impact of learning development
• Performance improvement
• Measurement and reporting of return on investment
  on people strategies

People management strategy
Review
Plan
Performance measurement
Do
Leadership management strategy

• Leadership and management capabilities
• Development and performance management of managers

Management effectiveness
Learning development
Recognition reward
Involvement empowerment

• Induction
• Learning development activity
• Personal development
• Mentoring

• Management effectiveness
• Inspirational leadership
• Team working and knowledge sharing
• Career guidance
• Coaching

• Employee involvement
• Internal communication
• Consultation
• Continuous improvement culture

• Recognition
• Reward inc benefits
• Peer recognition
• Celebration of success

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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

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Investors in Peoplenew choices now and the
future

• Approach is available now if clients want to use
  this way of working
• Local roll out - March 2009
• National Public Launch - May 2009
• Additional Recognition - different levels of
  public recognition currently in development -
  likely Autumn 2009

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New choices in Investors in People
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Business Benefits of Investors in People

• Organisations perform better when their employees
  have clear goals and are supported by HR
  practices
• Adopting IiP sets up a chain of impact leading to
  improved financial performance.
• The more an organisation embraces IIP, the better
  
• the impact will be on its financial
  performance.
• IiP organisations are more likely to have
• high levels of products and service innovation
• high levels of trust, commitment and cooperation
  among their employees.
• IiP organisations are more likely to achieve
  organisational goals and meet their strategic
  objectives.
• Cranfield School of Management (2008), Impact of
  Investors in People on People Management
  Practices and Firm Performance

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Business Benefits of Investors in People

• In the latest research with IiP recognised
• organisations
• 85 say there are clear measurable results from
  achieving the Standard
• 75 say the Standard helps to raise skill levels
• 65 say the Standard improves customer service
• 65 say it helps to attract new customers
• 50 say the Standard improves productivity
• 79 of employers agree that Investors in People
  helps all types of organisations adapt to change
  and growth

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Investors in People SupportsChange Management

• Investors in People is a particularly useful
  framework for businesses undergoing significant
  or rapid changes CBI Research 2008
• IiP has effectively kept me in business after a
  difficult
• period.
• It's made me more disciplined in the way I
• manage people. in training development .
• communicationmotivating and rewarding staff.
• The whole process has made us much more
• equipped for the challenges that lie ahead.
• Havills (Retail)

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Investors in People SupportsChange Management

• Four years ago the business was heavily in debt.
  
• Staff turnover was high and turnover was 20 of
• the 2007 figure.
• The impressive changes in this businesses
• fortunes are based on gaining control of finances
• and adopting Investors in People.
• As a result of these actions, the business is now
• debt free with a loyal team of staff and
  increasing
• turnover.
• Kelray Building Maintenance

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The Value of Investors in People in Times of
Change (COI Research 2008)
A. Embeds Strong Change culture and leadership
to realise ambitions
F. Maintaining IIP status keeps challenging and
reaping rewards
Proven bottom line impact
E. Improved competitive edge, reputation And
performance
B. Reduces cost and wastage through focussing
people development on realising ambitions
D. Increases commitment, effort and results by
matching people development to realise ambitions
C. Delivers improved skill levels and
flexibilities to realise ambitions
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Investors in People Enhances Culture and
Leadership

• It has helped us to look more closely at
  leadership
• and management issues, at communication and
• at how we can go on to be even more successful.
• BCOP
• Investors in People sums up our company in a
  single
• phrase. We pride ourselves on a happy, dedicated
• and knowledgeable staff that works together to
• provide a service that is respected. Directors
• encourage every one to express their ideas for
• improving the business - we get a considerable
• amount of feedback from staff.
• Badham Pharmacy
• Investing in our people keeps staff motivated
  and
• enthusiastic,
• Peter Hickman Hairdressing

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Investors in People Reduces Costs and Improves
Profitability

• Investors in People boosts performance in
• manufacturing, as measured by productivity and
• profitability EEF Study (2006)
• As a result of working with Investors in People,
  
• Prudential experienced a 33 rise in pre-tax
• profits Prudential
• Not only has Investors in People had a great
• motivational effect on all of our team, it's
  enabled
• us to react to a challenging and changing market.
• Largely because of the good practices of
• Investors in People, we've been able to increase
• both our efficiency and turnover.
• Euro Office Equipment

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Investors in People Improves Skill Levels Staff
Flexibility

• As a result of IIP weve not been affected by
  the
• recession at all, in fact weve never been as
• busy. Because our staff are now better trained
• and flexible we are getting more work and
• delivering high quality results, as a result we
  get
• a lot of repeat business
• Rabbit Construction
• Through IiP management have promoted cross
• team working, which is vital if we are to operate
• to full capacity.through internal awareness
• schemes where staff learn more about the
• wider work of Eden. Staff commented We had a
• trial day to give us experience in other areas.
• That gave me a better understanding of the
• whole site. The Eden Project

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Investors in People ImprovesCommitment Results

• 73 of Investors in People organisations believe
• that Investors in People leads to increased
• productivity
• You can't achieve our kind of growth
• unless you develop and nurture your
• team. They are everything to us. Our
• expectations are high and we equip our
• people to deliver. Broadley Speaking
• Before working with Investors in People,
• Lyreco was a loss-making company,
• but the changes it has made to the way we do
• business has been so successful, that after four
• years, sales turnover has quadrupled
• Lyreco UK Ltd

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Investors in People EnhancesCompetitive Edge
Reputation

• Being an Investor in People is a very good
• marketing tool for us and has often been clincher
• of the deal. Clients know they will get
  consistency
• and quality of service. plus we have had low
• absenteeism, and staff turnover All Clean Ltd
• Because of CMCs reputation based on IIP and
• other quality marks we have got more clients. Our
• USP is our reputation for quality based on a
• workforce that is well trained and understands
• what we are as a company trying to achieve CMC
• As well as giving us happy and motivated
• employees, Investors in People has also given us
• an edge in the market place Premier Kitchens

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Investors in People Gives Businesses Ongoing
Challenge and Rewards

• 71 of Investors in People organisations feel
  that
• working towards and maintaining the Investors in
• People accreditation has a positive impact on
  their
• business
• 71 of Investors in People organisations feel
  that
• Investors in People continuously challenges
• organisations to improve
• CBI 2008

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Investors in People Helps Businesses Manage
Through Recession

• Effective development of people in line with
  business ambitions is central to managing change,
  growth competitive edge.
• In times of economic uncertainty organisations
  face tough decisions e.g. business refocus,
  rationalisation, restructuring, innovating, and
  re-engineering the skills base.
• The Investors in People Standard has become the
  UKs premier business improvement tool because it
  is proven to deliver step changes needed through
  people during times of change.
• IES 2008.

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Investors in People Helps Businesses Manage
Through Recession

• For employers seeking to maintain profitable
  growth during slowdown, there is now compelling
  independent evidence that holistic people
  management pays.
• Organisations adopting a comprehensive approach
  to people development perform better than those
  without, i.e. higher gross profits, profit
  margins productivity.
• Just a ten percent increase in investment secures
  an increase in gross profit per employee of over
  1500 pa
• IES 2008.

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Investors in People Helps Businesses Manage
Through Recession

• For organisations to thrive during challenging
  times, the IIP framework is proven to be central
  to
• Embedding a strong change / innovation culture
• Developing leadership skills
• Reducing costs and wastage through focussing
• people development where there is the best ROI
• Improving skills levels and flexibilities
• Matching people development to business goals
• Increased staff commitment and retention
• Reduction in recruitment costs
• Improvement in competitive edge, reputation and
• performance
• Realising Business Ambitions through times of
  change COI 2008

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New choices in Investors in People
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The Benefits of the New Choices Approach

• We had almost come to the end of the road with
  IIP
• but New Choices means it is right back at the
  heart of
• our business strategy and will remain so
  indefinitely
• Care Solutions
• For smaller businesses such as ours the stretch
• provided by New Choices in Leadership and People
• management both aligned with and supported our
• overall policies Walker Thomson Accountants
• The option to stretch our approach to business
• planning beyond the Investors in People Standard
• using New Choices has ensured that we have an
• approach to business strategy which has given us
  the
• confidence and tools to drive business growth and
• enable us to stay ahead of our competitors
• Hire Association Europe

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The Benefits of the New Choices Approach

• It has been our best Investors in People
  experience
• yet. It has proved to be an excellent motivator
  and
• has really helped us to concentrate our minds on
• lines of leadership, on how we deal with things
  and
• on how we feed up to managers and leaders.
• BCOP
• I am pleased IIP has changed - it gave real
  purpose
• To the assessment process and I can use it as a
  real
• business measure now Abbey Hotel
• '(The report is) more user friendly and client
  focused,
• and had clear links with the main objectives of
  the
• company Network Telecom (UK) Ltd

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New Choices Approach Client Case Studies

• Care Care Choices
• Accountancy Walker Thomson Accountants and
  Registered Auditors
• Trade Association Hire Association Europe
• Charity BCOP
• Tourism The Abbey Hotel and Headland Hotel,
  Newquay
• Electronics Network Telecom UK

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New Choices ApproachAssessment / Review Process
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IIP SW Assessment and Review Packages

• Assessment and Review Packages
• Include
• Planning meeting
• On site assessment
• Initial feedback (at end of on site)
• Written Report linked to business goals
• Continuous Improvement Plan and Meeting
• Annual update and progress review by assessor
• Client Network Club
• Subsidised Workshops Introduction to IIP New
  Choices Preparing for Assessment or Review In
  company programmes
• Support with celebration, use of logo and
  branding and PR
• QSW subsided rates (20 subsidy on national
• recommended rate)

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IIP SW Advice and Assessment Packages

• Advice and Assessment Packages
• 4 days advice plus assessment package
• 10-15 subsidy on QSW subsidised rate
• 30-33subsidy on recommended national rate
• dependent on organisation size

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Support for Clients

• On the IIPUK Web Site
• Free Business Health Check
• Business Issues Scoping Tool (linked to the
  combined framework)
• Profile Self Check / Diagnostic
• IIP Interactive Web Based Support
• Case Studies
• Downloads
• Through QSW
• Advice on New Choices and any framework topic
• IIP Survey Tool cost effective staff surveys
• Web Site Case Studies and Information

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New choices in Investors in People