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Retaining RecognitionChampions Meeting4th November 2009Group Training & Development
Group Training & Development Vincent O’Donovan Group Training & Development Manager Pam Mosedale Group Training & Development Adviser Email: email@example.com Tel: 0161 827 5345 Email: firstname.lastname@example.org Tel: 0161 827 6062
Purpose of today’s meeting Aim • To raise awareness of IiP across the businesses in order to start to develop high level plans for Group reaccreditation Objectives • To understand the strategic importance of IiP to the Co-operative Group • To gain an initial understanding of where we are now across our group of businesses • a start a desk top review • internal reviewers or external assessors? • Standard, bronze, silver or gold? • To improve knowledge of the new IiP framework • To commence the IiP Communities of Interest • sharing best practice both internally and externally • how we can get the best value from the IiP assessment • To clarify roles and responsibilities • To start setting up project management tools and communication channels A high profile HR project for the Group
IiP’s strategic fit with our People Strategies Why bother with IiP? • To be a better employer – an employer of choice • Improve our business performance – measuring the results of our investment in people • Reflects the leadership of our organisation • Brings together all the HR improvements we are making • Ensure continued people engagement • Ensures our investment in people development is focused on improving the business • Identify solutions that enable us to motivate our people to perform
IiP’s strategic fit with our People Strategies Why bother with IiP? • Proven to supports Co-operative business improvements – Co-operative case studies on IiP website • Direct links to Talkback survey • 30 minute interviews with employees • Providing qualitative information about what it’s really like to work here • Supports other HR awards we have achieved
IiP’s fit with the Trading Group’s Strategic Priorities • Successful integration of Somerfield and Lothian Co-operative • Successful consumer brand launch • Deliver accelerated refit programme, ensuring brand standards met • Continue to drive down costs to counter recessionary pressures • Actively manage our finances to reduce borrowings and optimise working capital • Review business portfolio, where appropriate divest of underperforming assets • Further develop new Headquarters and associated property proposals • Ensure continued people engagement and development • Maintain and grow the ‘co-operative difference’ and effectively communicate it
The Investors in People Framework Corinne Wainwright Lead External Assessor Investors in People NW 6e Mandarin Court Centre Park Warrington WA1 1GG Email: email@example.com Tel: 01925 256650 Mob: 07977 992 406 Fax: 01925 256683 www.carnw.co.uk
Process of reaccreditation For each business and support function • Preparation for assessment • Self assessment against the standards • Briefing and communication to managers and employees • Collection (or creation!) of relevant data e.g. business plan, training budgets and plans, Talkback results • List of employees, locations. p/t, new starters etc. • Book rooms, schedule selected staff, co-ordinate assessment • Interviews with Directors and Senior Managers • business strategy, people strategies, targets, people performance measures, training to support business performance etc. • Interviews with line managers and employees – 1,200+ • What’s it really like to work here? • Feedback and written report to business leaders • Action plans for development areas Re accreditation if we achieve the standard
The Facts 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
Investors in People – A Superbrand 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”
The Investors in People Framework 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.
The Investors in People Framework The Standard 14 Module
Overall programme structure Pre-course work representing delegates’ commitment to develop the required skills and knowledge Assessment 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 Practical work Generating evidence of delegate’s ability to perform the Internal Reviewer’s role
The value of Internal Reviewers 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
Recruitment and selection methods 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
Investment 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
Sharing Best Practice – Nationwide Building Society Paul Beesley Senior Manager Operational Support People Performance & Development Nationwide Building Society Northampton Email: firstname.lastname@example.org Tel: 01604 854358 Mobile: 07764.838.098
Sharing Best Practice – Retail Logistics David Large Distribution Manager Mandy Salt Internal Reviewer Co-operative Retail Logistics Amber Way Halesowen West Midlands B62 8RS Email: email@example.com Tel: 0121 585 5355 Mobile: 07867 907 029
Cooperative Retail Logistics IiP - The Road to an Engaged Workforce David Large & Mandy Salt
IiP History with CRL • Back in 2001, Investors In People was brought into the business • This represented a total change in the Management of the business – to remove the big stick ethos that had dominated the culture • A period of great change • Overall there was an improvement in communication and trust/loyalty/motivation at all levels
IiP History with CRL • Some of the changes brought in with the initial development of Investors in People :- • All staff to have Individual Development Reviews • Core Briefs developed at each site to help communication • Training Supervisors appointed at each depot to help train staff • Supervisor and Management Communication Training. • The beginnings of a change on our culture • Some of the initial changes made in 2001 are still in place today • remained despite the fact the business lost IiP accreditation in 2004
New Emphasis in 2006 • In April 2006, there was a shift of attention back towards Staff Engagement, using Investors in People as a framework to help develop engagement levels • In addition, key performance indicators suggested that CRL was losing the confidence of its staff, and a sense of direction through poor communication • The STEP17 idea was born !
Potential Benefits • It was clear that if we worked on Staff Engagement, there would be some clear benefits which would impact on the bottom line. • Reduced absence • Reduced labour turnover - Increased employee retention • Increased productivity • Increased commitment to the organisation
STEP 17 The Difference • STEP17 has provided the platform to create an engaged workforce across the network, keen to share best practice, ideas and initiatives. • Increased open and honest communication; a better understanding and involvement in workplace issues. eg - more Briefings, Information Loops, defined Notice Boards. eg - Halesowen have 60 Staff/Supervisors/Managers / 270 = 20+% involved. • New Ideas are more forthcoming (eg 48 hour principle – Ask the Manager) • Barriers between Management and staff are being broken down.Greater Trust • A greater understanding of operational issues e.g. • PROJECT LIDIA – better understanding of the need for change
Monitoring The Difference The project team realised that we need to monitor and manage progress – several Key Performance Indicators were set up and reported each period. • Periodic Talkback Survey • Controllable Labour Turnover • Total Sickness Hours • Engagement & Development Hours • Productivity (cases per hour)
Business As Usual • Work to develop the project work into Business As Usual commenced in 2008,and was formalised by structural changes at the start of 2009. • We now follow the Food Retail People Strategy – and have 10 tactics for developing this area – Engagement is one of the 10 tactics. • Each of the 10 Tactics has objectives and goals – ultimately they will help to support how we recruit, develop and manage our people.
Impact and Results 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
Monitoring The Difference • The progress in employee engagement can be seen in the graph – the average score from Periodic Talkbacks – average is 70%
IiP Ongoing Assessment • After the start of the STEP17 Process, it was agreed that CRL would have an annual assessment • We regained IiP Accreditation in 2007 • Thereafter the idea to develop an internal review team was adopted, together with a rolling review process
Internal Reviewer’s Internal Review Interview & Selection Process Development Live Reviews Accreditation
Recruitment How did we recruit the IR’s?
Development Managing Assessor Corrine Wainwright Understanding the Standard Report writing Live reviews - 4 per year 4 development days
What went well / What didn’t go so well 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
Accreditation How many did we start with? Accreditated Reviewers The remaining Internal Reviewers
The Team Team Credibility Support
Communicating IiP via the Extranet David Bean Projects Officer Group Resourcing and Development New Century House Manchester Email: firstname.lastname@example.org Tel: 0161 827 5962 Mobile: 07932 008626
The Co-operative Group The Co-operative Group’s vision: To be the world’s most successful consumer co-operative business. Next meetings: Teleconference - Thursday 3rd Dec @10.00am Desktop review meeting - Wednesday 20th January @10.00am Location - Training Room 4, Training Centre Manchester