Investors in People Champions

Interpretation of the Standard Purpose To give a brief overview with the necessary background information on the Investors in People Standard and the steps involved in achieving or maintaining recognition

What is Investors In People  International Standard that aims to improve business performance through the development of people  Recognises that business success and competitive advantage depends on the skills and performance of people  Simple and logical framework based on ‘good practice’

Key facts about the Standard  Developed from existing good practice in 1980s. Reviewed 3 times. Most recent revision launched on 17 November 2004  No other International Standard for people development  Investors in People UK is working in over thirty countries based in Africa, Europe, South & North America, the Middle East & Australasia.

Some background  Investors in People has been around for 14 years  Tried and Tested  Developed from existing good practice in 1980s  No other Standard for people development  Over 650 organisations working with the Standard in South Africa  Introduced and piloted in South Africa in 2001  International minimum standard  Investors in People is a best practice tool to develop people to achieve Business Objectives

Rationale for revising the Standard  Increasing demand for the Standard to enable organisations to demonstrate a “return on their investment in people’  Desire to strengthen the Standard as a business improvement tool  Requirement to meet the needs of organisations seeking greater added value and stretch from the Standard  Need to ensure that the Standard continues to remain a success story

Key changes to the Standard Structure  Improved the relevancy of the principles and reduced to 3  Reduced the number of indicators to 10 and numbered the evidence requirements Content  Enhanced the cultural aspect of the Standard by adding an indicator re involvement and empowerment  Strengthened the management aspect of the Standard by adding an indicator re capabilities  Clarified and tightened the planning and evaluation indicators

The three principles Developing strategies to improve the performance of the organisation Taking action to improve the performance of the organisation Evaluating the impact on the performance of the organisation PLAN DOREVIEW

The Standard -10 indicators ‘PLAN’ Developing strategies to improve the performance of the organisation 1A strategy for improving the performance of the organisation is clearly defined and understood 2Learning and development is planned to achieve the organisation’s objectives 3Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people 4The capabilities required of managers to lead, manage and develop people effectively are clearly defined and understood

‘DO’ Taking action to improve the performance of the organisation 5 Managers are effective in leading, managing and developing people 6People’s contribution to the organisation is recognised and valued 7People are encouraged to take ownership and responsibility by being involved in decision-making 8People learn and develop effectively

‘REVIEW’ Evaluating the impact on the performance of the organisation 9Investment in people improves the performance of the organisation 10 Improvements are continually made to the way people are managed and developed

The Standard - 10 themes Improving organisational performance Plan Do Review Business strategy Learning & development strategy Leadership & management strategy People management strategy Management effectiveness Involvement & empowerment Learning & development Recognitio n & reward Performance measurement Continuous improvement

Underpinning processesOutcomes Business planning process Performance management / objective setting process Communication processes Leadership and management development Performance management Recognition and reward systems Induction process Learning and development planning Evaluation process Know the objectives of their team and the organisation Know how they are expected to contribute Are encouraged to improve performance Receive constructive feedback Are recognised and valued Are encouraged to take ownership and responsibility Receive an effective induction Have their learning and development needs met Ultimate organisational outcome People are ready to perform People are willing (motivated) to perform People are able to perform Optimum people performance e.g. productivity / output, teamwork Optimum organisation performance Link between processes and outcomes

What needs to improve How should it be done differently Implement actions See improvements to results An improvement cycle Assess outcomes Examine processes Improve processes Achieve better outcomes

Different approaches to assessment & recognition Recognition Continuous assessment Building blocks Modular Approaches Whole organisation

External assessment and recognition process Assessment planning Evidence gathering Judgement and feedback Report and feedback Improvement actions Recognition Panel (first recognition only ) Implementation / Continuous improvement

Assessment and recognition Key elements:  Assessment planning - client involvement  Evidence gathering - methods, flexibility  Judgement and feedback - immediate and forward looking  The Recognition Panel - QA not QC  Report and feedback - client focused

Customer scenarios Your organisation is assessed against the current Standard before the middle of 2006 and the assessor identifies that the Standard is not met  Implication Your organisation will be assessed against the revised version at the next assessor visit (continued assessment or retaining recognition review)

Maintaining recognition Retaining recognition Retaining recognition review Post recognition review Does not continue to meet the Standard Recognition Continues to meet the Standard Continuous improvement

Thank you  Any discussion points?