The Investors in People Standard - DOC

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The Investors in People Standard

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posted:: 3/3/2010
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The Investors in People Standard
Guide for Top Managers and
Members

Organisational Development Wheel
Plan - Do - Review

Prepared by: Corporate HR
Date: August 2008

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Background

The Council is to be reviewed in January ’09 in order to retain the Investors in People
accreditation status. Achieving IiP accreditation is not just a ‘Council’ priority – meeting the IiP
Standard indicators is a requirement for every single service of the Council. In essence IiP
benefits services through:

 Improved employee communication and involvement`
 A better understanding of the service among employees
 A more skilled workforce
 A higher level of motivation among the workforce
 A framework for planning future strategies
 Improved customer satisfaction
 Improved employee satisfaction
 Continuous improvement

Having a positive approach to the IiP standard can help each service to actively involve staff
in the Plan, Do and Review process.

Cross-council diagnostic work, undertaken earlier in the year highlighted Indicators 9 and 10
to be the areas where most improvement is needed. Action at service and corporate level
needs to continue to address this potential ‘risk’.

IiP Review Process

The method that the Managing Assessor and the Internal Review Team will use in gathering
evidence for the IiP Review assessment will be through structured interviews of a
predetermined sample of managers and other employees. The Managing Assessor will
interview members of the Corporate Leadership Team and a selection of other key
stakeholders e.g. Members and Trade Union representatives. The Internal Review Team will
interview a sample of senior and middle managers, and other employees.

This guide has been developed to support the managers It offers an understanding of the
Investors in People key principles and the ten indicators. Most importantly it puts into context
what each indicator means to them. Also, a number of links are shown to help managers
generate ideas.

The key principles
The Standard is based on three key principles:

 Developing strategies to improve the performance of the organisation – an
Investor in People develops effective strategies to improve the performance of the
organisation through its people.
 Taking action to improve the performance of the organisation – an Investor in
People takes effective action to improve the performance of the organisation through
its people.
 Evaluation of the impact on the performance of the organisation – an Investor in
People can demonstrate the impact of its investment in people on the performance of
the organisation.

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The indicators
The ten indicators are grouped under the key principles as follows:

Plan

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 that managers need to lead on, manage and develop people
effectively are clearly defined and understood.

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

9. Investment in people improves the performance of the organisation.
10. Improvements are continually made to the way people are managed and developed.

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The Investors in People Standard*

Principle 1: Developing strategies to improve the performance of the organisation
An Investor in People develops effective strategies to improve the performance of the
organisation through its people.

Indicator Evidence Questions to ask yourself Links
1.
A strategy for 1. Top managers make sure the How have you linked team objectives to LCC Planning Framework
improving the organisation has a clear vision, outcomes and priorities?
performance of the purpose and vision supported The Corporate Business Plan
organisation is clearly by a strategy for improving its Does your Learning & Development (L&D) 2008-2011
defined and performance. investment follow these priorities?
understood. 2. Top managers make sure the Service plans
organisation has a business What are your measurable performance
plan with measurable objectives?
(plan, do , review) performance objectives.
3. Top managers make sure Do all your service areas have service
there are constructive plans?
relationships with
representative groups (where What is your policy and practices on
they exist) and the groups are supporting people who are new to your
consulted when developing directorate/induction?
the organisation’s business
plan. What are the agenda items on Directorate
4. Managers can describe how JCC meetings?
they involve people when
developing the organisation’s
business plan and when
agreeing team and individual
objectives.

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Indicator Evidence Questions to ask yourself
2. 1. Top managers can explain the How are you aware of L&D needs within your Corporate Workforce
Learning and organisation’s learning and service/s? Development Plan
development is development needs, the plans
planned to achieve and resources in place to How does your L&D plan link to specific Training Plan
the organisation’s meet them, how these link to objectives?
objectives. achieving specific objectives Staff survey service level
and how the impact will be How will you resource these L&D needs? reports and action plans
(plan, do , review) evaluated.
2. Managers can explain team What are your plans to monitor the impact of
learning and development L&D on specific objectives throughout the
needs, the activities planned year?
to meet them, how these link
to achieving specific
objectives and how the impact
will be evaluated.
3. 1. Top managers can describe How do you engage with staff diversity in The Equality Standard
Strategies for strategies they have in place team and service planning?
managing people are to create an environment Workforce Strategy
designed to promote where everyone is How does your directorate ensure that
equality of encouraged to contribute managers engage and involve staff? Equality Groups/BME
opportunity in the ideas to improve their own Groups etc
development of the and others people’s Do you have a staff suggestion scheme?
organisation’s performance. Staff survey results
people. 2. Top managers recognise the Do you regularly add directorate messages
different needs of people and to team talk to keep people informed? JPRs
(plan, do , review) can describe strategies they
have in place to make sure How do you reply to questions raised from
everyone has appropriate and team talk?
fair access to the support
they need and there is What is you directorate doing to promote
equality of opportunity for effective appraisal for all?
people to learn and develop
which will improve their How do you ensure people have access to

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performance. L&D as an outcome from appraisals?
3. Managers recognise the
different needs of people and
can describe how they make
sure everyone has
appropriate and fair access to
the support they need and
there is equality of
opportunity for people to learn
and develop which will
improve their performance.
4. Note - Corporate capabilities – Leadership Leadership and Management
The capabilities 1. Top managers can describe and Management Standards are currently Competencies
managers need to the knowledge, skills and being piloted and will be launched in the
lead, manage and behaviours managers need to summer. Management Development
develop people lead, manage and develop Programme
effectively are clearly people effectively, and the Have you got locally defined capabilities/
defined and plans they have in place to standards?
understood. make sure managers have
these capabilities. How have you used LLP2 to develop your
(plan, do , review) 2. Managers can describe the middle management team?
knowledge; skills and
behaviours they need to lead, How are you embracing the new Leadership
manage and develop people behaviours?
effectively.
What do you do to ensure that line managers
arrange effective induction for everyone who
is new in role?

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Principle 2: Taking action to improve the performance of the organisation
An Investor in People takes effective action to improve the performance of the organisation through its people.

Indicator Evidence Questions to ask yourself
5.
Managers are effective 1. Managers can explain how
in leading, managing they are effective in leading,
and developing managing and developing
people. people.
2. Managers can give
(plan, do , review) examples of how they give
people constructive feedback
on their performance
regularly and when
appropriate.
6.
People’s contribution 1. Managers can give
to the organisation is examples of how they
recognised and recognise and value people’s
valued. individual contribution to the
(plan, do , review) organisation.
7.
People are 1. Managers can describe how
encouraged to take they promote a sense of
ownership and ownership and responsibility
responsibility by being by encouraging people to be
involved in decision- involved in decision-making,
making. both individually and through
(plan, do , review) representative groups, where
they exist.
8.
People learn and 1. Managers can describe how
develop effectively. they make sure people’s
(plan, do , review) learning and development
needs are met.

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Principle 3: Evaluating the impact on the performance of the organisation.
An Investor in People improves the performance of the organisation.

Indicator Evidence Questions to ask yourself Links
9. 1. Top managers can describe Approximately what is your total annual
Investment in people the organisation’s overall spend on L&D? On average how many days Staff survey
improves the investment of time, money learning do employees receive?
performance of the and resources in learning and Training Plan
organisation. development. How involved are your managers in the
2. Top managers can explain, development of their staff? Workforce Development
(plan, do , review) and quantify where Plans including Staff
appropriate, how learning What are your strategic priorities and how survey and IiP actions.
and development has have you planned L&D to support?
improved the performance of
the organisation. How do you systematically check that L&D is
3. Top managers can describe making the difference? Did this meet your
how the evaluation of their goals? Did you do this in the best way?
investment in people is used
to develop their strategy for When you have evaluated past L&D
improving the performance of initiatives what have you learnt and what
the organisation. have you changed?

How has staff retention been improved by
your induction processes?
10. 1. Top managers can give How have you adapted your strategy/ Development plans
Improvements are examples of how the approach to L&D in the light of evaluation?
continually made to evaluation of their investment
the way people are in people has resulted in
managed and improvements in the
developed. organisation’s strategy for
managing and developing
(plan, do , review) people.

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Your IiP Contacts:

Each service has nominated IiP contacts, who are responsible for the co-ordination of the
assessment within their service.

They also have responsibility for supporting and advising their senior management teams on:
current IiP requirements and how these should be embedded within the Service, how to
address areas of development identified in the gap analysis and assessment process and
sharing progress made against action plans.

Please contact your IiP contact in the first instance if you have any specific queries regarding
the IiP review in your service or general queries relating to Investors in People.

IiP Advisor Service Telephone contact

Gillian Bruce Housing Ext. 2211

Laura Fairburn Leisure (Environmental & Leisure 01757 213758
Services)
Janet Dolan Environmental Services Ext. 2246
(Environmental & Leisure Services)
Ralph Gill Benefits (Finance & Central Ext. 2264
Services)
Drew Fussey Community Safety (Policy & Ext. 2151
Performance)
Robert Brigden Development Services Ext. 2076

Julie Claxton Central Admin. (Finance & Central Ext. 2180
Services)
Kelly Hamblin Legal and Democratic Services Ext. 2206

Paula Grainger Human Resources/Corporate Ext. 2317

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