1. Passionate about developing people

2. Passionate about developing people
What is Circle of Peers?
The most important aspect is to create SPACE for you..
To:
Share
Formulate
Inform
Network
So here goes….
Passionate about developing people

3. Passionate about developing people

4. Passionate about developing people
Programme for today
Outperformance – our challenge to become not hyper but HPO
Sixth Generation Investors in People (IiP) standard
What it is about
What it is not about
Passionate about developing people

5. Passionate about developing people
Programme for today
Group discussions
How could 6G give People Professionals a blueprint for culture change?
What are the challenges?
Summary of discussions
CPD Reflection
Lunch!
Passionate about developing people

6. Passionate about developing people
Outperformance
Since the 1960’s concepts such as:
The quest for excellence – writers such as Tom Peters and Jim Collins
Total quality management
EFQM
Issues with these approaches:
Process driven
Policies before People
Passionate about developing people

7. High Performing Organisatons
HPO’s to their friends!
Five factors of high performance*
Management quality
Openness and Action Orientation
Long Term Orientation
Continuous improvement and Renewed
Employee quality
* André de Waal
Passionate about developing people

8. Passionate about developing people
De Wall’s conclusions
Strategy, technology and management structure is not as important as many people think
The key factors for outperformance is in the culture of the organisation
The extent to which people shared the common purpose of the organisation
The way they collaborate and their commitment to continuous improvement.
Passionate about developing people

9. Efficiency percentage
Outperformers
“I don’t set performance objectives for my team”
0-20%
20-40%
40-60%
60-80%
Outperformers 80%+
Efficiency percentage

10. Outperformers
“I set ambitious performance objectives for some of my team”
0-20%
20-40%
40-60%
60-80%
Outperformers 80%+
Efficiency percentage
Efficiency percentage

11. Outperformers
“I set ambitious performance objectives for everyone in my team/organisation”
0-20%
20-40%
40-60%
60-80%
Outperformers 80%+
Efficiency percentage
Efficiency percentage

12. Reward and recognition
Most stretching indicator within the sixth generation Standard
Greatest potential uplift in performance for organisations with less than 50 employees
2nd /3rd most important factor for medium and larger organisations respectively

13. Reward and recognition
“I feel appreciated for the work I do”
“My organisation is flexible in its approach to recognition and reward”
“My team are consistently recognised when we exceed expectations”

14. Outperformers

15. What did the data tell us?
Set ambitious goals. For everyone
Practices and processes don’t mean outcomes. Start with outcomes
Two small words can have a BIG impact on your bottom line
Passionate about developing people

17. Passionate about developing people

18. Factors correlated with improved efficiency:
✓ Strong leadership
✓ Values guiding behaviour
✓ Recognition and reward
✓ Work is structured to enable collaboration
✓ A culture of continuous improvement
✓ Adoption of sustainable practices

19. Impact of investing in people
Estimate an 8% efficiency premium for firms focusing on 3 or more factors
A £84bn gap in UK economy as a result of poor management (1)
Economy could see a potential efficiency gain of £77bn (1)
(1) Based on ONS GVA calculation

20. Factors correlated with improved efficiency:
✓ Strong leadership
✓ Values guiding behaviour
✓ Recognition and reward
✓ Work is structured to enable collaboration
✓ A culture of continuous improvement
✓ Adoption of sustainable practices

21. Potential gain for UK inc
£84bn

22. Intangible to tangible
There is a distinct shift from:
Seeing people costs as liabilities To
Valuing talent
People Professionals need to actively working on this

23. The progression to valuing intangibles
Process & automation
Un-predictable bit

24. The standard
for people management

25. Passionate about developing people

26. A simple road map for excellence
Leading
Supporting
Improving
Organisation ambition
Passionate about developing people

27. Passionate about developing people
Award levels
IiP Accredited – all 9 indicators at Developed level
IiP Silver – as above and 7 of the 9 indicators at Established level
We expect Silver accreditation to be awarded to the top 5 percentile of organisations assessed
Passionate about developing people

28. Passionate about developing people
Award levels
IiP Gold – all 9 indicators at Developed and Established level and 7 of the 9 indicators at Advanced level
We expect Gold accreditation to be awarded to the top 2 percentile of organisations assessed
Passionate about developing people

29. Passionate about developing people
Award levels
IiP Platinum - all 9 indicators at Developed and Established level and 7 of 9 indicators at High Performing level
We expect Platinum accreditation to be awarded to the top 0.5 percentile of organisations assessed
Passionate about developing people

33. We must empower our people to innovate, to think about the “what if…”, to give them clear visibility and direction, whilst understanding the role they play for today as well as how they can drive success in years to come.” Warren Richmond

34. Passionate about developing people
So now over to you..
A blueprint for culture change?
20 minutes to brainstorm
What are the challenges?
45 minutes to discuss and debate
Summary of discussions
Group spokespersons to report back
Passionate about developing people