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

1 A strategy for improving the performance of the organisation is clearly defined and understood

2 Learning and development is planned to achieve the organisation’s objectives

3 Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people

4 The 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

6 People’s contribution to the organisation is recognised and valued

7 People are encouraged to take ownership and responsibility by being involved in decision-making

8 People learn and develop effectively

‘REVIEW’ Evaluating the impact on the performance of the organisation

9 Investment 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

Leader

ship

&

man

agem

ent

stra

tegy

People

managem

ent

strategy

Management

effectivenessInvolvement & empowerment

Learning & development Recognitio

n & reward

Per

form

ance

m

easu

rem

ent

Continuous

improvement

Underpinning processes Outcomes

• 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

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

Evidencegathering

Judgement andfeedback

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

Retainingrecognition

Retainingrecognition review

Post recognitionreview

Does not continueto meet theStandard

Recognition

Continues to meetthe Standard

Continuousimprovement

Thank you

Any discussion points?