Post on 12-Jan-2016
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?