new branch chairs meeting july 2014. cipd – our shared purpose 2
TRANSCRIPT
Strategic priorities
1. Raising impact and voice – research and policy
2. Outreach & relevance; Students, Leaders, Members, L&D
3. Professionalisation – CIPD as your career partner – entry,
progression, CPD, membership offer
4. Extending B2B relationships and support
5. Community and connection – Branches, Regions, virtual
6. Internationalisation
New Branch Finance Model
Strengthening our Regional and Branch
Networks
CIPD Strategic Purpose & Direction
Careers and focus on Students
New Membership Model
The CIPD has been changing....
Greater engagement and
dialogue with Council
Promote and develop the Profession• Research to progress thinking and practice
• Policy leadership to champion the key issues
Be a Career and Capability Partner of choice• Recognise the different needs of members at each stage of their career
journey• Provide differentiated and valued solutions, professional and personal support
Set and maintain professional Standards• Enable the professionalism of individuals• Uphold Code of Conduct• Provide CPD solutions
As a Chartered professional body, our purpose translates into the following critical missions...
The Profile of the Profession
Standards setting and maintenance
Thought Leadership through research
Access and commitment to a CPD agenda
and solutions
Relevant, differentiated and valued member
services and benefits
Connectivity through communities and
networks
Charter Status -independent
and trusted voice
Charitable Status - Purpose & societal
contribution
...drive a positive and proactive agenda that enables and builds
...for the benefit of members, the Profession, individuals, organisations, economies and society
These missions span a number of responsibilities and activities
“I work in a Profession and belong to a Professional body both of which are recognised and valued”
“I am guided by the Profession Map and
governed by a Professional Code of Conduct”
“I have full access to all the latest research and best practice; both help
me do my job better”
“I am required to keep my CPD up to date.
Membership represents my Professionalism”
“Whoever I am, I can access tailored help and support at every stage of my career”
“I can connect to professionals just like me and benefit from
local CPD events and activities”
“I have a strong sense of belonging to a professional
body with Purpose, influencing Govt on key
Policy agendas and giving me a platform to give back”
“As a not-for-profit organisation I can be
confident that revenues will be invested for the
good of members and the Profession”
...combining to derive significant value for CIPD Professional Members
Framework for Future of HR and People Development
• Work• Workforce• Workplace
• HC metrics• Bus language of
HR • Data analytics
• Behavioural science• Psychology• Neuroscience• Values and ethics• Systems thinking
• Economy• Political and
regulatory
• Technologies• HR operating
models • HR capabilities
Better work and working lives
Insight on Changing Context
HR & Learning
Processes, Practices, Policies
Science of human and
organisational behaviour
Business, Commercial Insight, and
Analytics
Evolving our member proposition and delivering strategic objectives
• Rationale for change
1.To deliver a differentiated member proposition better aligned to career and professional development
2.To provide relevant support at all stages of the member journey and to simplify routes into the profession
3.To promote the profession as a career choice and enhance the student proposition to focus on student recruitment and grow pipeline into CIPD
4.To grow all levels of membership, relationships, reputation and relevance and to reinforce the position of CIPD as the pre-eminent leader of the HR and L&D profession in the UK and influence in our chosen international markets
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New Branch Finance Model
New Branch Financial model sets out to resolve 3 key questions
• how we better deliver our financial accounting commitments?
• adhere to legal/governance challenges• support the Treasurer role/skills challenges you can often face locally• address the resourcing challenges we have here in Wimbledon
• how we clarify and resolve the reserves situation?
• how we better calculate and administer the annual branch funds?
• better support and embed Business Plan completion
....not helped by the fact that CIPD and Branches operate on a different calendar year(1 July to 30 June and 1 April to 31 March respectively)
Strengthening CIPD branch networks and regions to enhance local presence & impact
Pan London agenda and businessPlan now confirmed 7 Local branches (including new East London & Docklands branch)
Engagement with NAP teamEarly discussion on ambitions and possibilities going forward
Northern IrelandSustainable administrative support solution
Scotland6 months in situ, early wins emerging,with opportunities abundant and lots still to do
WalesNew boundaries and 3rd Welsh branch in progress.Pan-Wales meeting delivers a headline Plan
Channel IslandsJersey & Guernsey will become astand-alone branch from July 2014
John McGurk Head of CIPD Scotland
Louise HarleyEvents &
Partnerships Manager
Lee PangleaMarket
Development Manager
Shared Admin
Support
Donald GordonChair of CIPD Scotland
Branch Chair
North & islands
Branch ChairSEast
Scotland
Branch ChairWest
Scotland
Branch ChairMid
Scotland
Branch Committees and Volunteers
CIPD employed resources CIPD volunteer resources
One effort, working together to deliver impact locally
The Scottish model….led as ONE CIPD
Supported by:Conferences, events and partnerships
Member engagement and segmentationScottish research, data and insights
Supported by:Conferences, events and partnerships
Member engagement and segmentationScottish research, data and insights
3 clear and connected work-streams....