1326976528-core themes

THEMES

Core themes emanating from the LONG, Knowledge Networks and Impact workshops

Are you fit for business?

IMPACT

Draft 1.2 - Dated 5 DecemberAuthor: John Hutchison Investors in People Scotland LONG and Knowledge Networks Coordinator

PART 1 – Planning, execution and measurement

A friendly caution, if I may

Strategy execution and business improvement

Purpose/valuesVision

StrategiesPlan

Execute

Section 1A

• Capability – The power or ability to do something• Purpose – The organisations fundamental reason for

existence • Values – The guiding principles which states what

you believe in and how you wish to operate• Vision – The collective understanding of where you

want to be in the future • Strategic themes – The big things you need to do to

achieve your vision aligned with your purpose and values

5SPECIALISTS IN LEADING AND MANAGING PEOPLE

Common understanding

6Yin AND YANG

PRESERVE:Core purpose

+Core Values EVOLVE:

Everything elseto ensure longevity

Preserve & Evolve

http://www.amazon.co.uk/gp/product/images/1844135845/sr=1-1/qid=1263480757/ref=dp_image_0?ie=UTF8&n=266239&s=books&qid=1263480757&sr=1-1

http://www.amazon.co.uk/Good-Great-Companies-Leap-Others/dp/0712676090/ref=sr_1_1?ie=UTF8&qid=1311062522&sr=8-1

http://www.amazon.co.uk/How-Mighty-Fall-Companies-Never/dp/1847940420/ref=sr_1_1?ie=UTF8&qid=1311062689&sr=8-1

An obvious question but:

•Is this clear to your service users or customers?•Is it clear to you!•Does your purpose give clarity of what really matters for your organisation or business?•Have you linked your customer and people values with your purpose?•Are these on a wall or in their hearts?•If somebody asked you why they should buy from you ?– what would you say

Why are you in business?

No-one tries harder for customers:

• Understand customers

• Be first to meet their needs

• Act responsibly for our communities

Treat people as we like to be treated:

• Work as a team

• Trust and respect each other

• Listen, support and say thank you

• Share knowledge and experience

…so we can enjoy our work

Our Values

Delivering

No one tries harder for customers

Treat people as welike to be treated

Listening• To understand what our customers want

• To understand what our people want

Delivering Every Little Helps

Everyone Is Welcome at Tesco• Whoever they are, whatever they do• Whoever you are, whatever you do

Earning Trust

Delivers for people who deliver for customers, and earn their lifetime loyalty by delivering fantastic customer service

• Customer Promises• People Promises• The way we work

• Through living the Values

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EMERGENT•Adaptable•Empowered•Enabling•Strategic themes

MANAGEMENT LED•Deliberate•Top down•Controlling•SMART Objectives

TRIAL & ERROR•Experimentation•Responsive•Learning based•Core capabilities

Traditional W.L.Gore Honda

SPECIALISTS IN LEADING AND MANAGING PEOPLE

There is more than one way to plan


Execution

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THE EXTERNAL ENVIRONMENTThe world we are living in and how it is affecting us

FORESIGHTOur ability to understand how we need to react – Our Options

DIRECTIONWhat we need to do – our strategies to build our future

What we need to do to improve what we already have – business improvement

LEADERSHIPOur collective ability to “tell the story” of what we need to do

Strategy and improvementAlign, motivate and inspire to make it happen

EXECUTIONOur ability as an organisation to work together to execute our strategies

The things we need to do which are given AND our ideas to implement improvements in our own area of operations

Execution – Our collective will to make it happen

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THE EXTERNAL ENVIRONMENTThe world we are living in and how it is affecting us

FORESIGHTOur ability to understand how we need to react – Our Options

DIRECTIONWhat we need to do – our strategies to build our future

What we need to do to improve what we already have – business improvement

LEADERSHIPOur collective ability to “tell the story” of what we need to do

Strategy and improvementAlign, motivate and inspire to make it happen

EXECUTIONOur ability as an organisation to work together to execute our strategies

The things we need to do which are given AND our ideas to implement improvements in our own area of operations

YouTube Videos

Narrative leadership - Macleod

Covey – Start with the end in mind

Kotter

MacLeod – Effective EngagementCovey – Creative cooperation

Simple project management and Lean techniques for breakthrough change

Shared planning toolkits

The Art of the long ViewPeter Swartz

The secrets of CEOsBuild your own roadmap


STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Current situation

Future Situation

We need to build on these We need to negate these

SWOTGood at organisational level and at team level to


PESTLE

• What are we trying to achieve in end user/customer terms (Our vision or shared agendas)

• Shared understanding and collaborative agendas agreed with our key stakeholders

• SWOT carried out (PESTLE if required)• Key tasks identified (Work

breakdown for new projects or Lean analysis for improvement to current systems or process)

• Improvement team selected and briefed

• Key constraints agreed and checked with target/project lead

– Specification– Time– Resource

• Leadership criteria agreed– Schedule agreed– Resource allocated– Tasks delegated– Diaries coordinated– Risks and assumptions identified– Team engagement strategies agreed– Collaborative working arrangement with key

stakeholders agreed– Work for concept and design phases identified

and shared with the team

• Project/lean charter drawn up– Shared vision– Collaborative objectives– How we will work together– How we will resolve conflict at our level across

the improvement team(s)

• Control measures agreed– Upward reporting schedules agreed– Stage or milestone sign offs agreed aligned with

key constraints– Arrangements for handover to operational

running and any “steady state” budgets agreed as part of the planning process

Build your own toolkit

What we are good at (strengths)

What we need to improve (development)

Start with the positive

Then examine what needs to improve

The answer is in the room

• We explored some simple tips for encouraging involvement in the employee engagement workshops. These are highlighted below:

– Start with small groups of no more than 4 – Use the different senses, VAK:

• Visual not just in PowerPoint slides used to inform but also to use visual management techniques to help the groups generate and share ideas. Again this approach is very simple and fun but it is very powerful in outcome terms

• Audio give people a chance to speak and be heard. Again the use of post its allows everybody's ideas to be displayed and discussed. This is useful for those who are more reflective in nature or perhaps not used to expressing their views in public. Again it is great to observe this in action from a workshop which starts with scary silence to one within minutes can be bussing with people sharing ideas.

• Kinesthetics this is a complicated name for a simple process. We think better if we can move about, especially those not used to sitting in offices. Using post its and drawing is a great way of getting people out of their seats and connecting with each other. A great activity for the post lunch session!

– Often with top down strategy the WHAT is given, this is especially so with the public sector where strategy and budgets can be linked. But HOW you execute the piece of strategy is a leadership process which you and your team can control. It just requires a positive mindset

Creating the right environment

It’s for you boss

http://www.hasslefreeclipart.com/cart_people/images/man_bighead2.gif

MEASUREMENT?

Always start with the end in mind!!

Section 1B


VALUE =Desired outcome/impact (specification)

Life cycle costs of meeting this spec

Sources:•Scottish Government policy on outcomes and impact measurement•HM Treasury Green Book used by Scottish Government for investment appraisal•Institute of Value Management definition of value

What do we mean by value?


LEADERSHIP – Degree of change – Focus on longer term capability/strategy

MANAGEMENT – Day to day operations - Focus on short term results

Key Performance Indicators

Process Improvement – eg LEAN

New systems/products – Project/Value Management

TIMEFuture

TIMEPast

Measurement beyond KPIs


Resources/Inputs Activities Outputs Outcomes Impact

Certain resourcesare needed to operate your

project

If you have access to them, then you can use

them to accomplish your planned

activities

If you accomplish your planned

activities then you will hopefully

deliver the amount of product

and/or service that you intended

If you accomplish your planned activities to the

extent you intended then your

participants will benefit in certain ways

If these benefits to participants are

achieved, then certain changes to

organisations, communities or

systems might be expected

to occur

Your planned work Your intended results

The Logic Model

Lead – start with the end in mindManage the schedule and resource

The value curves

Concept Design Deliver Handover

Potential to save

resource

Potential to waste

resource

We often rush to deliver before we have agreed concept and designand this trait is a key destroyer of value

• What are we seeking to deliver?• What are the key tasks/strategies?• How will we work together (values)?• How will we negate any conflict

between the different teams• Signatures

Concept Design Deliver Handover

Potential to save

resource

Potential to waste

resource

PROJECT CHARTER

Time

Problem

Solution

Gather data

Analyse data

FormulateSolution

ImplementSolution

UNDERSTANDING

Concept through design - The Theory

Time

Gather data

Analyse data

FormulateSolution

ImplementSolution

Problem

Solution

UNDERSTANDING

Concept through design - The Practice

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MANAGEMENT THINKINGLogical and rational

DirectivesSchedules

PlansProcedures

PoliciesProcesses

RulesControls

SMART ObjectivesTransactional

LEADERSHIP THINKINGConceptual and emotional

ForesightOptions

Broad directives Alignment

EmpowermentOutcomes

ImpactCommitment

Projects/TasksTransformational

Investors in People Indicator 3.7 The structure makes the most of talents

MacLeod – 80% of the UK workforce know what is required based on rational and logical drivers. Less than 12% are emotionally committed

Structure

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Performance

Time

The changing world we are operating in

Breakthrough change high leadership skills

Incremental change high managerial skills

Business Cycle

Bikes and Frogs – What are you?

Beware the sum of the separate parts

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When it comes to measurement the key is that we must focuson the critical few rather than the trivial many

A quote from an EFQM publication on measurement

Be carefulyou get what you measure!

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You can’t make a pig fat just by weighing it!

Leadership and management

Section 2

1. We all have different personalities. It is our diversity which gives the organisation its strength

2. But what is the commonway we need to lead, manage and develop our people, which captureswhat we stand for and what we want to achieve?(Our leadership and management capabilities)

3. Investors in People does not specify capabilitiesfor leadership and management apart from a generic descriptor for inspirational leadership. EachOrganisation is different and you have to determine what is critical to your organisation

4. A good place to start is your core ideology this is your purpose and core values. Some organisations go beyond this and look at brand and unique selling points.Then look at what you want to achieve in terms of your vision and related strategies.From this analysis select no more than 8 strategic leadership and management capabilities which are critical to your organisation which every manager is expected to follow irrespective of personality type or diversity. This is what drives the behaviour that is felt is critical to your organisation.

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Directors & Senior Managers – Is able to inspire and motivate team to achieve1 2 3 4 5

Behaviours that will reduce value

Not a good communicator. Cannot tell the “story” of the strategy.Is driven off track with short term operational objectives.Lacks persistence. Easily persuaded by others to take the “easy route”.Is driven by short term profit without understanding longer term shareholder wealth generation.

Behaviours that will increase value Able to communicate business strategy effectively to all personnel to achieve shared sense of direction and alignment.Able to balance short term operational requirements with long term strategic objectives.Able to motivate and inspire people to overcome hurdles and barriers in order to achieve the strategic direction.Brings about effective business improvements which maximises short term profits and longer term shareholder wealth.

Managers – Is able to inspire and motivate team to achieve1 2 3 4 5


Does not take responsibility for change. Not able to translate strategic direction into action within the team.Is driven off track with short term operational objectives.Lacks persistence. Easily persuaded by others to take the “easy route”.Fails to implement business improvements within own area of responsibility.

Behaviours that will increase value Takes responsibility for Corporate strategies as they affect the team and

is able to translate these into meaningful drivers for the team and individuals.

Able to balance short term operational requirements with longer term improvement objectives.

Able to motivate and inspire people to overcome hurdles and barriers in order to achieve improvement objectives.

Brings about effective business improvements within own area of responsibility aligned to strategic direction.

Trade & Support Personnel – Is able to inspire and motivate team to achieve1 2 3 4 5


Does not see why he/she should be involved in improvements. Lacks persistence. Easily persuaded by others to take the “easy route”.Fails to implement improvements within own area of responsibility.

Behaviours that will increase value Takes responsibility for improvement objectives.Is motivated to overcome hurdles and barriers to improvement.Brings about improvements within own area of responsibility.

Capability


Tell & Check

Customers/ServiceUsers

Customers/ServiceUsers

Ask & Support

COMMAND & CONTROLCan be inward looking

EMPOWEREDTends to be outward looking

Options?

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ManagementLogical and rational

LeadershipConceptual and emotional

Creating an Agenda Planning and budgetingEstablishing detailed steps and timescales for achieving needed results and then allocating the resources to make that happen

Establishing an agendaDeveloping the vision for the future and strategies for producing the changes needed to achieve the vision

Engaging with people to achieve the agenda

Organising and staffingEstablishing structure and staffing to achieve the plan, delegating responsibility, providing policies and procedures and review systems

Aligning peopleCommunication the direction, influence to ensure that people understand what they have to do to achieve the vision.

Execution Controlling and problem solvingMonitoring results against plan, identifying deviations and then planning and organising to solve these problems

Motivating and inspiringEnergising people to overcome major political, bureaucratic and resource barriers to change

Outcomes Produce a degree of predictability and order, to consistently achieve key results expected by stakeholders

Produce change within the organisation to meet external influences or to bring about significant internal improvements or both.

Most large organisations are over managed and under led – Kotter’s research findings

Kotter


“Inspirational leadership can increase people’s motivation and commitment to the organisation. Inspiring leaders create an environment of mutual trust in which people can be creative and motivated to do their best. They tend to:•Have a clear sense of purpose•Inspire others to achieve their potential •Are honest and trustworthy•Have passion•Encourage others to share their vision and follow their lead willingly.

Inspirational leadership – from an IiP perspective


SUPPORTINGAble but may need

reassurance

COACHINGHave the some

ability but may need encouragement and

support

DIRECTINGNew or

inexperienced

DELEGATINGAble and willing

Involves; Listening to people Providing support and

encouragement Facilitating their

involvement Supporting problem

solving and decision making

Low

High

High

DIRECTIVE BEHAVIOUR

Involves clearly telling people what to do, where to do it, and when to do it and then

closely supervising their performance

SUPPORTIVE BEHAVIOUR

Leadership StylesBlanchard’s situational leadership model


1. Be proactive - take the initiative2. Begin with the end in mind - visualisation3. Put first things first – then prioritise4. Think win/win - collaborate5. Seek first to understand – then to be

understood – listening & empathy6. Synergies – creative cooperation7. Sharpen the saw – Rest and renewal

Habits and behavioursThe seven habits of highly effective people – Stephen Covey

Effective employee Effective employee engagementengagement

We know what we have We know what we have to do to do

and we want to work and we want to work herehere

Section 3


Job satisfaction and happiness are not synonymous with employee engagement. They are, however, noble ambitions and are important drivers of employee engagement. A person can be happy at work or satisfied with their job and not actually do any meaningful work. Job satisfaction and happiness do not in themselves create high performance.

Employee engagement is sometimes used to describe ‘engaging with’ employees. Effective internal communication, consultation with employees and employee representation are all important elements of employee engagement. But an effective communication plan, or a successful consultation exercise does not amount to employee engagement in the context of this resource.Extracted from the MacLeod Report

Employee Engagement?


Employee engagement is a workplace approach designed to ensure the employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of wellbeing.

Extracted from the MacLeod Report

Effective employee engagement


Employee engagement is a workplace approach designed to ensure the employees are committed to their organisation’s goals (rational) and values, motivated to contribute to organisational success (emotional), and are able at the same time to enhance their own sense of wellbeing.

Extracted from the MacLeod Report

Effective employee engagement

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B

C

A

D

We know what we have to doWe know what we have to do

We want to We want to work herework here

Where is your organisation?

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MacLeod - 4 Broad Enablers for Engagement

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Balance

High engagement

Low engagement

Low Well-Being High Well-Being

UNSTABLEENGAGEMENT

CHRONICDIS-ENGAGEMENT

SUSTAINABLEENGAGEMENT

COMPLACENTDIS-ENGAGEMENT

Engagement in the absenceof well-being can lead to aburned out workforce

Engagement with well-being enables sustained employment


“Improving the health of the UK’s workforce will have a critical impact not only on individuals, but on businesses and the UK economy as a whole. There are simple steps that all organisations can take to ensure the well-being of employees.

Focusing on specific health issues is obviously important; however employers should not underestimate the role that better management and engagement of employees can have on the well-being – and ultimately productivity – of their workforce.”

Dame Black

Well-being

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WELLBEING•Well led and managed•Respected•Encouraged•Supported•Developed•Work life balance

ENGAGEMENT

Good for the organisation

Good for the individual

Source: The Dame Black Report

EmotionalI want to work here

RationalI know what to do

Source: The MacLeod Report

Win/Win

50

WELLBEING•Well led and managed•Respected•Encouraged•Supported•Developed•Work life balance

ENGAGEMENT

Good for the organisation

Good for the individual

Source: The Dame Black Report

EmotionalI want to work here

RationalI know what to do

Source: The MacLeod Report

IiP has been doing this for 20 yearsImprovement through people

Win/Win

Or more simply put – developing ourselves, people, teams and organisations to meet the ever changing demands of our service users and customers within the

external environment we are operating in

Nothing in life stands still – Not to learn is not an option

But KISS appliesKeep it simple and straightforward

I can do itYou can do itWe can do it

Building strategic capability

Section 4

Individual LearningSome very simple concepts for work based learning

Section 4A

Formal & Informal Learning

Taken from ‘The learning and Performance Link – The case for Performance Toolkits’ published by GoodPractice

Learning impact on performance

Most popular1. Informal chats with

colleagues and managers2. Search on the Internet3. Trial and error4. On job instruction5. Reference materials,

journals, publications etc

Most effective1. Informal chats with

colleagues and managers2. On job instruction3. Time table training4. Reference materials,

journals, publications etc5. Google (There was very

little difference between 4 & 5)

Communicatingbeyond our differencesUnderstanding ourselves

Source: Susan Dellinger 1 800 762 3478

CAUTIONThis stuff is just a guide – it is not an absolute

We can all work across the shapes. This stuff just shows us our preferred way of working and does not reflect our ability to quickly switch between styles

DO NOT USE THIS STUFF TO LABEL YOURSELVES OR OTHERS

Appreciatethe joy

of diversityin how we

think and act

BeliefI can do it

You can do itWe can do it

We remember:

10% of what we hear20% of what we see

But 80% of what we do

Constructive Feedback

The blue eyes, brown eyes experiment

Support and supervision

PROJECTS

This is what we have to do

PROJECTS – KSS – it is not rocket science

Imagine as a family you have just won the lottery

You hold a meeting once the parties are over to thinkabout the dream home you want built. You feel that It is critical that mum, dad, wee bob and Jessie's ideas aretaken on board as it is a family home you seek. You lookthrough lots of magazines so you can visualise what you want

Mum is keen on collaborative leadership so you use some post itsto capture everybody's ideas once you stop Dad talking about his garage and wee Bob going on about a pool for his pet frog

So you have visualised what you want and createdan initial picture of some of the more detailedrequirements – you are well on the way with your project cos you have the start of a planyou have all built together. Collaborative concept using shared visualisationto give it a fancy term. Dad’s garage

Wee Bob’spool

Mum’s kitchenKitchen units

Jessie’s garden

http://www.shutterstock.com/subscribe.mhtml

Maximising work based learning in your organisation

We are what we learn

WORKFORCE CAPABILITYGetting the basics right

Capability – The power or ability to do something

Purpose – The organisations fundamental reason for existence Values – The guiding principles which states what you believe in and how you wish to operate

Vision – The collective understanding of where you want to be in the future Strategic themes – The big things you need to do to achieve your vision aligned with your purpose and values

Section 4B

CAPABILITYThe power or ability to do something

Are you clear about your organisations purpose and core values, if yes great, if no what do you feel needs to happen to remedy this?

YOUR PURPOSE AND VALUES

START WITH THE END IN MIND

In simple terms what are you delivering to your

service users or customers?

Core ideology – purpose and values

What is your key offering?Is it:

Best total cost?Best total solution?

Best product?


Why should I buy from you?OPERATIONAL EXCELLENCE

“Best total cost”CUSTOMER INTIMACY“Best total solution”

PRODUCT LEADERSHIP“Best product”

VALUE OFFERING

Convenience and time saving No frills“Great prices and quality”“Consistency is their middle name”

Relationship basedAligned to specific customer needsBest solutions for you“Their services are exactly what I need”

Continually innovate their productIt is not about price it is about product performance“Premium priced but worth it”

CULTURE &VALUES

Disciplined teamworkConformity is essentialTeam before individualThe heroes are the people who fit inEmployee of the yearPromotion from within

Client and field drivenAdaptableVariation “have it your way” mindsetEntrepreneurial client teamsHigh skills in the field and broad skills base

Concept, future drivenCreative and able to commercialize ideasEncourages individual imagination and out of the box thinkingManage the mavericks

MANAGEMENT STYLE

Command and controlCentralised functionsHigh Skills at the core of the organisationEverybody understands their roleContinual small step improvementsControllingSMART Objectives

Client driven and adaptableIf our clients do well – we do wellChampion diversityKnowledge driven Flexible and adaptableEnablingReward based on client feedbackEnabling

Entrepreneurial Continually innovatingAble to respond quicklyLove robust processes that support development – hate bureaucracy that hinders“They said it could not be done – well we did it”

ORGANISATION & STRUCTURE

Conformance – “one size fits all”Focused on efficiency and cutting waste

oYour mother could not get you to clear the dishes but McDonald’s did

Great supply chain managementGrowth driven

Loose structures built around key clientsFlexibility Range of superior servicesManage the customer’s risks Helping their clients through changeBuilding customer relationshipsSolutions driven

Loose knit and ad hoc structuresResults driven but experimentation is encouraged Decisive and risk orientatedDo not control – enableClever people but they also must have humility, creativity and versatility - Neyaka as the Japanese would say


An obvious question but:

1.Is this clear to your service users or customers?2.Is it clear to you!3.Does your purpose give clarity of what really matters for your organisation or business?4.Have you linked your customer and people values with your purpose?5.Are these on a wall or in their hearts?6.If somebody asked you why they should buy from you ?– what would you say

Why are you in business?

BUILDING WORKFORCE CAPABILITY IN YOUR ORGANISATION

Core ideology = purpose + core values

•Your ability to anticipate and react to the world you are operating in:

•The options that you need to consider

•The paths or strategies that will take you there

•The tasks needing to be done

•The team to make it work

THE CHANGING WORLDForesight - what we need to do - execution

FORESIGHTOur ability to think and to anticipate what might be

happening in the future and what we need to do about it

FORESIGHTOur ability to think and to anticipate what might be

happening in the future and what we need to do about it

OPTIONSWhich door do we take?

AB

CD E

A

Now

Desired Outcome Desired Outcome

Now

DIRECTIONPart 1A, there is more than one way to plan

Part 1B how creativity works in practice

(A) We know what we have to achieveand our path is clearly defined

(B) We know what we have to achievebut our path is less clear

We know what our outcome is and this is to retake Edinburgh Castle Our direction is clear from Leith we will go up Leith Walk, round the old Post Office, which is no longer there, cross the gardens, scale the crags and take

the Castle

Example (A)

You will need to use a wee bit of imagination here!

http://www.woodmacresearch.com/

WHAT DO THESE 4 VERY DIFFERENT ORGANISATIONS HAVE IN COMMON?

The power of AND Empowered managers who enable and alignInspirational leaders who shape and direct

http://www.woodmacresearch.com/

External environment

Implications/Options?

What we need to do

Strategy 1 Strategy 2 Strategy 3 Strategy 4 Strategy 5

Making your future happen

Tell it like a story.Apply KSS

It’s just like buildingWee Bob’s house.Visual leadership



Strategy 1What

Task 1 Task 2 Task 3 Task 4 Task 5

From plan to execution

Now we are getting down to the detail

KSS - It just becomes the execution of simple task breakdown – it’s not rocket science

How




Task1What

Task 1.1 Task 1.2 Task 1.3 Task 1.4 Task 1.5

From strategy to task

Dad’s garageJessie’s garden

Yes break it down into smaller bits but do notlose sight of whatyou collectively want toachieve

KSS – Keep the language simple, use words we all use – it’s not rocket science

How


BUILDING WORKFORCE CAPABILITY IN YOUR ORGANISATION

Foresight - what we need to do - execution

Building capability in your leaders and workforcePreparing for the changing worldWinter LONG 7 December 2011

Using Investors in People to support your JourneyUsing Investors in People to support your JourneyCapability – The power or ability to do something

But before we explore new lands

Let’s get to know each other better

Think about something which has inspired you recently.

Then think why?

Our journey todayOur journey todayDifferent ways of using IiPDifferent ways of using IiP

Networking exerciseNetworking exercise

Open session Open session

Reflection - to share and learn from the dayReflection - to share and learn from the day

Forward thinking to next yearForward thinking to next year

Using Investors in PeopleUsing Investors in Peopleto assist you on your journeyto assist you on your journey

In pairs:

•Discuss how the world of work is •changing?

•How this is affecting your organisation?

•Your people?

•You?

Select some salient points to share

Select a key strategy your organisation is Select a key strategy your organisation is pursuingpursuing

•In pairs discuss these strategiesIn pairs discuss these strategies

•What are the challenges?What are the challenges?

•What are the desired benefits?What are the desired benefits?

What is or could be the potential impact on your people?

Select one or two themes to share

The benefit of Frameworks

Frameworks or maps help us:Frameworks or maps help us:

• To go to new lands To go to new lands • To find our wayTo find our way• To communicate this to othersTo communicate this to others• To ensure we are all heading in the right directionTo ensure we are all heading in the right direction• To get to the right destination, with the minimum of To get to the right destination, with the minimum of

fussfuss• To get more for less when sometimes our budgets To get more for less when sometimes our budgets

are restrainedare restrained

Frameworks or maps help us:Frameworks or maps help us:

• To go to new lands To go to new lands • To find our wayTo find our way• To communicate this to othersTo communicate this to others• To ensure we are all heading in the right directionTo ensure we are all heading in the right direction• To get to the right destination, with the minimum of To get to the right destination, with the minimum of

fussfuss• To get more for less when sometimes our budgets To get more for less when sometimes our budgets

are restrainedare restrained

THE INVESTORS IN PEOPLE STANDARD

Is something to help us on our way

OK let’s go back to our journey:

Revisit one of your people challenges again and use the IiP map or framework to help you plot your journey•Strategy•Impact on your people•Links with the IiP Framework?•Then let’s share learning

Ah good a Ah good a mapmap

Whereare we going?

Empowered

Direction Aligned?SupportedYup

Valued

This is whereyou are going

YOUR WORLDYOUR WORLDForesightOptions

DirectionPreparationExecution

CompletionMove on

Your route map to guide you

Guides:1.Planning +2.Execution3.Involvement4.Route checking

Signposting

We might know a man you can!Our partnership network

Specialist support as required to help you on your way

ImpactImpact

LONGLONGKnowledge NetworksKnowledge Networks

THEMES

Core themes give you the detail behind the map to help you on your journey

Caution: Working draft issued for consultation but it is very much work in progress. Launch date Spring 2012 LONG

Theme – Building capability around:Theme – Building capability around:Group A – Strategy execution and measurementGroup A – Strategy execution and measurement

Group B – Developing leaders in these challenging timesGroup B – Developing leaders in these challenging times

Group C – Building great employee engagementGroup C – Building great employee engagement

Group D – Creative and innovative ways of maximising Group D – Creative and innovative ways of maximising learning and developmentlearning and development

Group E – Any other topics around building capabilityGroup E – Any other topics around building capability

Reflection

What have we learned together today?

Reflection

Our learning today

Reflection

What have we learned together today?

Foresight

Some thoughts on our approach next year

In a world which is rapidly changingInvestors in People is one of the tried and tested

route maps to help you on your way

It was born in troubled timesIt serves again for these times

GOOD SPEED MY FELLOW TRAVELLERS!

Conclusion

Enjoy your journeyEnjoy your journey

1326976528-core themes

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