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Retaining Recognition Champions Meeting 4 th November 2009 Group Training & Development. Group Training & Development. Vincent O’Donovan Group Training & Development Manager Pam Mosedale Group Training & Development Adviser Email: [email protected] Tel: 0161 827 5345
A high profile HR project for the Group
Why bother with IiP?
Why bother with IiP?
For each business and support function
Re accreditation if we achieve the standard
Over 32,000 organisations are working with the Investors in People framework
Over 27,000 organisations are recognised as Investors in People
Approximately over 30% of the UK workforce is working with Investors in People
( over 7 million people)
42% of Captains of Industry work in companies which are wholly or partly
recognised by Investors in People
Total awareness of Investors in People is 88% (Tracking Report) March 2009
Superbrands Ltd presents expert and consumer opinion on the UK’s strongest B2B brands
The Superbrands Council recognises “exceptional brands”, after a rigorous selection process including statistical analysis and consumer voting
In 2009 Investors in People was business Superbrands biggest year on year riser
Investors in People is currently ranked 210 jumping 185 places from it’s position in 2008 alongside other leading B2B brands
To confer this status, the Council must be convinced that a brand;
“has established the finest reputation in its field and offers customers emotional and tangible advantages over other brands, which (consciously or sub-consciously) customers want and recognise”
A new approach to meet the challenge
Investors in People have developed a new, flexible and more tailored way of working.
Organisations can now choose to work with the most relevant parts of the Investors in People framework to ensure they meet their business needs and objectives, whatever they may be.
Challenges of the current economic climate make it even more important that organisations adapt. The new approach from Investors in People ensures that support is tailored to help the organisation manage its changing priorities.
This more personalised approach ensures that Investors in People stays relevant to organisations and their business priorities.
representing delegates’ commitment to develop the required skills and knowledge
Approval to act as an Internal Reviewer based on evidence provided
Three-day training programme
In which delegates learn and plan to apply key skills and knowledge
Generating evidence of delegate’s ability to perform the Internal Reviewer’s role
Greater internal commitment to effective development and performance management
Clearer understanding of internal culture and climate
Improved cross-boundary co-operation
Accelerated sharing of best practice
Developing key transferable skills:
auditing, investigation and communication
Customised Investors in People assessment
Re-apportioned assessment costs
Greater understanding and ownership of the Investors in People philosophy
The main aim is to identify people with the commitment and ability to do the Internal Review job well, selection also offers the opportunity to build a team which will spread enthusiasm for the IIP philosophy
People who do not have management experience may find some aspects of the Internal Reviewer’s role challenging e.g.
they may have to make judgements about other parts of the organisation or present negative findings to senior people
it is valid to include non-managers in the Internal Review team if they have been identified as having the requisite abilities for the role
AND if it is clear that they will not be put in positions where their credibility might be undermined
Planning and co-ordination of the review by an IiP Co-ordinator
Selection of the Internal Review team
Training and development for the Internal Review approved process
Planning and conducting individual reviews
Writing reports and delivering feedback
Review meetings and development for the internal team
To derive maximum value from Internal Review, it is important to establish the extent of this commitment up front – approx 12 to 15 days
People Performance & Development
Nationwide Building Society
Email: [email protected]
Tel: 01604 854358
IiP - The Road to an Engaged Workforce
David Large & Mandy Salt
eg - Halesowen have 60 Staff/Supervisors/Managers / 270 = 20+% involved.
The project team realised that we need to monitor and manage
progress – several Key Performance Indicators were set up and
reported each period.
We have monitored progress since the start of the process in 2006. The positive results can be seen in the following slides.
Company Talkback Engagement Scores :-
2006 = 64
2007 = 65
2008 = 67
Interview & Selection Process
How did we recruit the IR’s?
Managing Assessor Corrine Wainwright
Understanding the Standard
Live reviews - 4 per year
4 development days
What Went Well
Most of the reviews held last year were completed in time and reports submitted on deadlines given
Depots were welcoming and co-coordinators helpful
What Did Not Go So Well
Planning of execution – many teams tried to fit in too many interviews on a day
Some interviews lasted longer than the allotted time
The planning, scoping and choice of interviewees before hand was not always carried out effectively
How many did we start with?
The remaining Internal Reviewers
The Co-operative Group’s vision:
To be the world’s most successful consumer
Teleconference - Thursday 3rd Dec @10.00am
Desktop review meeting - Wednesday 20th January @10.00am
Location - Training Room 4, Training Centre