Investors in PeopleSixth generation StandardThomas Bale@thomasbaleHead of MarketingInvestors in People

2009

20112009

20152011

2009

• Technology and digital

• Globalisation and economic change

• Workforce and demographics

Un-predictable bitProcess & automation

How do you drive sustainable performance in this context?

Inputs Activities Outcomes Sustainable outcomes

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We must empower our people to innovate, to think about the “what if…”, Warren Richmond

Firms that focus on these approaches

How they set goals

0-20% 20-40% 40-60% 60-80% Outperformers 80%+

“I don’t set performance objectives for my team”

Efficiency percentage

0-20% 20-40% 40-60% 60-80% Outperformers 80%+

“I set ambitious performance objectives for some of my team”

Efficiency percentageEfficiency percentage

0-20% 20-40% 40-60% 60-80% Outperformers 80%+

“I set ambitious performance objectives for everyone in my team/organisation”

Efficiency percentageEfficiency percentage

Reward and recognition• Most stretching indicator

within the sixth generation Standard

• Greatest potential uplift in performance for organisations with less than 50 employees

• 2nd /3rd most important factor for medium and larger organisations respectively

1. “I feel appreciated for the work I do”

2. “My organisation is flexible in its approach to recognition and reward”

3. “My team are consistently recognised when we exceed expectations”

Process in place

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X underperformer

✓ Outperformer

X underperformer

X underperformer

£££

investorsinpeople.com/dashboard

X underperformer

✓ Outperformer

X underperformer

X underperformer

What did the data tell us?

Set ambitious goals. For everyone. “The Heineken Effect”

Practices and processes don’t mean outcomes.

Two small words can have a big impact on your bottom line…

Q & A

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