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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: Tel: 0161 827 5345

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group training development
Group Training & Development

Vincent O’Donovan

Group Training & Development Manager

Pam Mosedale

Group Training & Development Adviser


Tel: 0161 827 5345


Tel: 0161 827 6062

purpose of today s meeting
Purpose of today’s meeting


  • To raise awareness of IiP across the businesses in order to start to develop high level plans for Group reaccreditation


  • 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
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 strategies5
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
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
The Investors in People Framework

Corinne Wainwright

Lead External Assessor

Investors in People NW

6e Mandarin Court

Centre Park




Tel: 01925 256650

Mob: 07977 992 406

Fax: 01925 256683

process of reaccreditation
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
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
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 framework13
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.

overall programme structure
Overall programme structure

Pre-course work

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

Practical work

Generating evidence of delegate’s ability to perform the Internal Reviewer’s role

the value of internal reviewers
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
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


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
Sharing Best Practice – Nationwide Building Society

Paul Beesley

Senior Manager

Operational Support

People Performance & Development

Nationwide Building Society



Tel: 01604 854358

Mobile: 07764.838.098

sharing best practice retail logistics
Sharing Best Practice – Retail Logistics

David Large

Distribution Manager

Mandy Salt

Internal Reviewer

Co-operative Retail Logistics

Amber Way


West Midlands

B62 8RS


Tel: 0121 585 5355

Mobile: 07867 907 029

cooperative retail logistics

Cooperative Retail Logistics

IiP - The Road to an Engaged Workforce

David Large & Mandy Salt

iip history with crl
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 crl24
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
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
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
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
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
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
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 difference32
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
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 Reviewer’s

Internal Review

Interview & Selection Process


Live Reviews



How did we recruit the IR’s?


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 / 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


How many did we start with?

Accreditated Reviewers

The remaining Internal Reviewers

the team
The Team

Team Credibility


communicating iip via the extranet
Communicating IiP via the Extranet

David Bean

Projects Officer

Group Resourcing and Development

New Century House



Tel: 0161 827 5962

Mobile: 07932 008626

the co operative group
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