Investors in People Revised 2004 http:www'iipuk'co'uk

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Investors in People (Revised 2004)http//www.iipu
k.co.uk

• IIP

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(No Transcript)
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IIP (Revised 2004)

• Developing strategies to improve the performance
  of the organisation
• An Investor in People develops effective
  strategies to improve the performance of the
  organisation through its people.
• A strategy for improving the performance of the
  organisation is clearly defined and understood.
• Learning and development is planned to achieve
  the organisations objectives.
• Strategies for managing people are designed to
  promote quality of opportunity in the development
  of the organisations people.
• The capabilities managers need to lead, manage
  and develop people effectively are clearly
  defined and understood.

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IIP (Revised 2004)

• Taking action to improve the performance of the
  organisation
• An Investor in People takes effective action to
  improve the performance of the organisation
  through its people.
• Managers are effective in leading, managing and
  developing people.
• Peoples contributions to the organisation is
  recognised and valued.
• People are encouraged to take ownership and
  responsibility by being involved in
  decision-making.
• People learn and develop effectively.

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IIP (Revised 2004)

• Evaluating the impact on the performance of the
  organisation
• An Investor in People can demonstrate the impact
  of its investment in people on the performance of
  the organisation.
• Investment in people improves the performance of
  the organisation.
• Improvements are continually made to the way
  people are managed and developed.

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Indicator 1. A strategy for improving the
performance of the organisation is clearly
defined and understood.

• Top managers make sure the organisation has a
  clear purpose and vision supported by a strategy
  for improving its performance.
• Top managers make sure the organisation has a
  business plan with measurable performance
  objectives.
• Top managers make sure there are constructive
  relationships with representative groups (where
  they exist) and the groups are consulted when
  developing the organisations business plan.
• Managers can describe how they involve people
  when developing the organisations business plan
  and when agreeing team and individual objectives.
• People who are members of representative groups
  can confirm that top managers make sure there are
  constructive relationships with the groups and
  they are consulted when developing the
  organisations business plan.
• People can explain the objectives to their team
  and the organisation at a level that is
  appropriate to their role, and can describe how
  they are expected to contribute to developing and
  achieving them.

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Indicator 2. Learning and development is
planned to achieve the organisations objectives.

• Top managers can explain the organisations
  learning and development needs, the plans and
  resources in place to meet them, how these link
  to achieving specific objectives and how the
  impact will be evaluated.
• Managers can explain team learning and
  development needs, the activities planned to meet
  them, how these link to achieving specific team
  objectives and how the impact will be evaluated.
• People can described how they are involved in
  identifying their learning and development needs
  and the activities planned to meet them.
• People can explain what their learning and
  development activities should achieve for
  them,their team and the organisation.

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Indicator 3. Strategies for managing people are
designed to promote equality of opportunity in
the development of the organisations people.

• Top managers can describe strategies they have in
  place to create an environment where everyone is
  encouraged to contribute ideas to improve their
  own and other peoples performance.
• Top managers recognise the different needs of
  people and can describe strategies they have in
  place to make sure everyone has appropriate and
  fair access to the support they need and there is
  equality of opportunity for people to learn and
  develop which will improve their performance.
• Managers recognise the different needs of people
  and can describe how they make sure everyone has
  appropriate and fair access to the support they
  need and there is equality of opportunity for
  people to learn and develop which will improve
  their performance.
• People believe managers are genuinely committed
  to make sure everyone has appropriate and fair
  access to the support they need and there is
  equality of opportunity for them to learn and
  develop which will improve their performance.
• People can give examples of how they have been
  encouraged to contribute ideas to improve their
  own and other peoples performance.

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Indicator 4. The capabilities managers need to
lead, manage and develop people effectively are
clearly defined and understood.

• Top managers can describe the knowledge, skills
  and behaviours managers need to lead, manage and
  develop people effectively, and the plans they
  have in place to make sure managers have these
  capabilities.
• Managers can describe the knowledge, skills and
  behaviours they need to lead, manage and develop
  people effectively.
• People can describe what their manager should be
  doing to lead, manage and develop them
  effectively.

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Indicator 5. Managers are effective in leading,
managing and developing people.

• Managers can explain how they are effective in
  leading, managing and developing people.
• Managers can give examples of how they give
  people constructive feedback on their performance
  regularly and when appropriate.
• People can explain how their managers are
  effective in leading, managing and developing
  them.
• People can give examples of how they receive
  constructive feedback on their performance
  regularly and when appropriate.

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Indicator 6. Peoples contribution to the
organisation is recognised and valued.

• Managers can give examples of how they recognise
  and value peoples individual contribution to the
  organisation.
• People can describe how they contribute to the
  organisation and believe they make a positive
  difference to its performance.
• People can describe how their contribution to the
  organisation is recognised and valued.

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Indicator 7. People are encouraged to take
ownership and responsibility by being involved in
decision-making.

• Managers can describe how they promote a sense of
  ownership and responsibility by encouraging
  people to be involved in decision-making, both
  individually and through representative groups,
  where they exist.
• People can describe how they are encouraged to be
  involved in decision-making that affects the
  performance of individuals, teams and the
  organisation, at a level that is appropriate to
  their role.
• People can describe how they are encouraged to
  take ownership and responsibility for decisions
  that affect the performance of individuals, teams
  and the organisation, at a level that is
  appropriate to their role.

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Indicator 8. People learn and develop
effectively.

• Managers can describe how they make sure peoples
  learning and development needs are met.
• People can describe how their learning and
  development needs have been met, what they have
  learnt and how they have applied this in their
  role.
• People who are new to the organisation, and those
  new to a role, can describe how their induction
  has helped them to perform effectively.

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Indicator 9. Investment in people improved the
performance of the organisation.

• Top managers can describe the organisations
  overall investment of time, money and resources
  in learning and development.
• Top managers can explain, and quantify where
  appropriate, how learning and development has
  improved the performance of the organisation.
• Top managers can describe how the evaluation of
  their investment in people is used to develop
  their strategy for improving the performance of
  the organisation.
• Managers can give examples of how learning and
  development has improved the performance of their
  team and the organisation.
• People can give examples of how learning and
  development has improved their performance, the
  performance of their team and that of the
  organisation.

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Indicator 10. Improvements are continually made
to the way people are managed and developed.

• Top managers can give examples of how the
  evaluation of their investment in people has
  resulted in improvements in the organisations
  strategy for managing and developing people.
• Managers can give examples of improvements they
  have made to the way they manage and develop
  people.
• People can give examples of improvements that
  have been made to the way the organisation
  manages and develops its people.

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Investors in People Standard (2000)(IIP,UK)

• Commitment
• Planning
• Action
• Evaluation

OLD STANDARD
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Investors in People Standard (2000)

• Commitment
• An Investor in People is fully committed to
  developing its people in order to achieve its
  objectives
• Planning
• An Investor in People is clear about its aims and
  objectives and what its people need to do to
  achieve them
• Action
• An Investor in People develops its people
  effectively in order to improve its performance
• Evaluation
• An Investor in People understands the impact of
  its investment in people on its performance

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Investors in People Standard (2000)

• Commitment
• An Investor in People is fully committed to
  developing its people in order to achieve its
  objectives
• Planning
• An Investor in People is clear about its aims and
  objectives and what its people need to do to
  achieve them
• Action
• An Investor in People develops its people
  effectively in order to improve its performance
• Evaluation
• An Investor in People understands the impact of
  its investment in people on its performance

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Investors in People Standard (2000)

• Planning
• An Investor in People is clear about its aims and
  objectives and what its people need to do to
  achieve them
• 5 The organisation has a plan with clear aims and
  objectives which are understood by everyone
• 6 The development of people is in line with the
  organisations aims and objectives
• 7 People understand how they contribute to
  achieving the organisations aims and objectives

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Investors in People Standard (2000)

• Action
• An Investor in People develops its people
  effectively in order to improve its performance
• 8 Managers are effective in supporting the
  development of people
• 9 People learn and develop effectively

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Investors in People Standard (2000)

• Evaluation
• An Investor in People understands the impact of
  its investment in people on its performance
• 10 The development of people improves the
  performance of the organisation, teams and
  individuals
• 11 People understand the impact of the
  development of people on performance of the
  organisation, teams and individuals
• 12 The organisation gets better at developing
  its people

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From the literature Business Impact of IIP

• Improved communication involvement of staff
  motivation morale pride
• Improved business planning systems capacity to
  develop innovative ideas management commitment
  development of employees integrated SHRM
  policies and practices practices for managing
  diversity
• Improved product/service quality customer
  services customer satisfaction
• Improved productivity efficiency control of
  costs remuneration

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From the literature Business Impact of IIP

• Increased profits competitiveness prices for
  goods/services return on investment evaluation
  of training against goals and targets
• Improved employees identifying with company
  objectives industrial relations image
• Improved training and staff development
  learning opportunities staff potential
  unleashed
• Reduced absenteeism sick leave turnover of
  staff accidents and injuries
• Increased outsourcing of activities
• Increased internal promotions speed of
  recruitment quality of recruit staff
  expectations

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Conceptual Model Showing IIP Approach to
Increasing Competitiveness (Taylor, 2001)

• Business goals and objectives Improved
• competitiveness
• Strategy for HRM (linked to
• business goals and objectives) Improved
• Training and Development policy
• (linked to HRM strategy)
• Departmental strategy
• Individual developed
• (in line with goals and objectives)

- quality - customer satisfaction - bottom-line
results - staff retention - staff tenure -
internal promotion - absenteeism rates - employee
satisfaction - training and development -
industrial relations - motivation
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Diffusion of Business Improvement Initiatives in
UK

• IIP 2005 33,636
• (update 2000)
• ISO 9000 1994 58,963
• (update 2000)
• Business 1991 10,500
• Excellence