Retaining Recognition Champions Meeting 4 th November 2009 Group Training & Development

Retaining Recognition

Champions Meeting4th November 2009

Group Training & Development

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Vincent O’DonovanGroup Training & Development Manager

Pam MosedaleGroup Training & Development Adviser

Email: [email protected]

Tel: 0161 827 5345


Tel: 0161 827 6062

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Purpose of today’s meetingAim• 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

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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

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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

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Current Co-operative Group position

Group Expired in Sept 09 – retaining recognition status

Travel Re accreditation in March 2009

Funeralcare Re accreditation in Feb 2010

Healthcare Re accreditation in July 2010

Specialist businesses

Various

CFS Note: not part

of Group reaccreditation

Expired – Britannia has IiP until end 2010

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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

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Roles and responsibilitiesRole Responsibilities

Lead External Assessor (Corinne Wainwright)

External assessment

• Interviews with Directors and Senior Mgrs

• Overall responsibility for assessment• Training and assessing internal reviewers• Final assessor report & feedback to Peter Marks & Richard Bide


Group wide co-ordination of re accreditation

• Group co-ordination with external assessors

• Group communication, communities of interest and general project mgt• Co-ordination of internal reviewers• Assist with HQ assessment and working with TU

Business Champions

Business co-ordination of re-accreditation

• Business co-ordination of re-accreditation and budgets• Initial desk top assessment against the framework• Briefing Directors, Senior Managers, line manager & staff, scheduling of interviews

Internal Reviewers

(if used)

Internal assessment

• Interview staff (approx 1,200 to 1,500 employees)• Write assessment reports• Assist in providing feedback to each business

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The Investors in People Framework

Corinne WainwrightLead External Assessor

Investors in People NW

6e Mandarin Court

Centre Park

Warrington

WA1 1GG


Tel: 01925 256650

Mob: 07977 992 406

Fax: 01925 256683

www.carnw.co.uk

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Process of reaccreditation

For each business and support function1. 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

2. Interviews with Directors and Senior Managers • business strategy, people strategies, targets, people performance measures, training to support business

performance etc.

3. Interviews with line managers and employees – 1,200+• What’s it really like to work here?

4. Feedback and written report to business leaders

5. Action plans for development areas

Re accreditation if we achieve the standard

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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

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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”

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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.

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The Group’s assessment focus

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The Standard

14 Module

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Overall programme structure

Pre-course work

representing delegates’ commitment to develop the required skills and

knowledge

Pre-course work

representing delegates’ commitment to develop the required skills and

knowledge

Three-day training programme

In which delegates learn and plan to apply key skills and knowledge

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

Practical work

Generating evidence of delegate’s ability to perform the Internal

Reviewer’s role

Assessment

Approval to act as an Internal Reviewer

based on evidence provided

Assessment

Approval to act as an Internal Reviewer

based on evidence provided

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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

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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

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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

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Sharing Best Practice – Nationwide Building Society

Paul BeesleySenior Manager

Operational Support People Performance & Development

Nationwide Building Society

Northampton


Tel: 01604 854358

Mobile: 07764.838.098

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Sharing Best Practice – Retail Logistics

David LargeDistribution Manager

Mandy SaltInternal Reviewer

Co-operative Retail Logistics

Amber Way

Halesowen

West Midlands

B62 8RS


Tel: 0121 585 5355

Mobile: 07867 907 029

Cooperative Retail Logistics

IiP - The Road to an Engaged IiP - The Road to an Engaged WorkforceWorkforce

David Large & Mandy SaltDavid Large & Mandy Salt

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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

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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

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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 !

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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

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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

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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)

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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.

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CRL People Strategy – the 10 Tactics

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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

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Monitoring The Difference• The progress in employee engagement can be seen in the graph – the

average score from Periodic Talkbacks – average is 70%

Periodic Engagement Scores 2006-Present

0

20

40

60

80

100

Period

Enga

gem

ent L

evel

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Step 17 / IiP Impacts

Sick Hours % 2006-Present

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Period

% H

ours

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Cases Per Hour 2006-Present

0

10

20

30

40

50

60

70

80

90

100

Year

Case

s

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Controllable Labour Turnover 2006-Present

0.00

0.20

0.400.60

0.80

1.00

1.20

1.401.60

1.80

2.00

Period

% S

taff

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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

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Internal Reviewer’s

Internal ReviewInterview & Selection Process

Development

Live Reviews

Accreditation

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Recruitment

How did we recruit the IR’s?

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Development

• Managing Assessor Corrine Wainwright

• Understanding the Standard

• Report writing

• Live reviews - 4 per year

• 4 development days

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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

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Accreditation

• How many did we start with?

• Accreditated Reviewers

• The remaining Internal Reviewers

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The Team

Team Credibility

Support

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Communicating IiP via the Extranet

David BeanProjects Officer

Group Resourcing and Development

New Century House

Manchester


Tel: 0161 827 5962

Mobile: 07932 008626

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Review and key action by mid Jan 2010

Actions Who’s responsible Deadline

Extranet website & communication David Bean & Pam Mosedale

Mid Dec

Each business to identify IiP Champions HRBP/Directors Mid Dec

Desktop review of each business/function to identify gaps and which level of IiP framework

Business Champions Mid Jan

Peter Marks & Richard Bide interview Vincent O’Donovan / Jackie Lanham

End Jan

Secure IiP reaccreditation budget for 2010

Business Champions asap

Internal reviewers or external assessors? Business Champions Mid Jan

Level of accreditation – Standard, Bronze, Silver or Gold?

Business Champions Mid Jan

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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 @10.00amDesktop review meeting - Wednesday 20th January @10.00amLocation - Training Room 4, Training Centre

Manchester

Retaining Recognition Champions Meeting 4 th November 2009 Group Training & Development

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