session objectives

Centre for Assessment Ltd.Centre for Assessment Ltd.Centre for Assessment & Recognition NW Centre for Assessment & Recognition NW LtdLtd

Session ObjectivesSession Objectives

Investors in People - UK context An international Standard Research findings Case study – RBS Group The Challenge Questions


UK - Vision and ObjectivesUK - Vision and ObjectivesVision

To increase the productivity of the UK economy by improving the way in which organisations manage and develop their people, leading to business improvement and better public services

Key objectives (by end 2007-8) At least 45% of the workforce employed in

organisations working with the Standard At least 40,000 small firms working towards the

Standard Support national, regional and sector partners in

achieving their objectives and targets for workforce and business development


UK - Profile and ImpactUK - Profile and Impact

Over 57,000 organisations currently working with the Standard ; c38% of the UK workforce (c9.5m)

c6,000 are large organisations (+250 employees), but these cover c7.2m employees

95% awareness of the Standard amongst all organisations

Wide economic and social partner support ; CBI, TUC, DTI, The Work Foundation


InternationalInternational

F Australia Bermuda Holland Channel Isles

P/F South Africa Slovenia France Sweden

P Pakistan Japan Spain Denmark Canada


InternationalInternationalMost established project = Australia

Most recent project = Poland

Biggest International project = S Africa

Majority of International projects have participation

from the Banking/Finance sector

7 Intangible Assets7 Intangible Assets

KnowledgeProcesses &systems

Brand & Reputation

Relationships

Leadership & Communication

Cultures &Values

Skills & Competencies


Researching the ImpactResearching the Impact

Building Capability for C21st Market Shape 2003 Quarterly Tracking study Databuild – Impact Assessment June

2004 Integral to UK Government Skills

Strategy


The Business CaseThe Business Case

7/10 have become more competitive 7/10 have improved productivity 9/10 have increased skills across

workforce 9/10 increased team working 8/10 report improved culture within

Organisation 9/10 have improved communication

across organisation


The Business Case …The Business Case … 91% said IiP improved their planning 68% saw people-orientated issues as the

key contribution to achieving business objectives

91% agreed it helps people achieve their potential

74% stated the standard delivered bottom line results

80% have increased customer satisfaction


Databuild June 2004Databuild June 2004 IiP Orgs ave increase in profit = 7.16% Non-IiP ave increase in profit = 3.7% Ave T&D spend is higher for IiP Orgs IiP orgs could evidence impact of spend

against non-IiP orgs 2/3rds saw internal benefits as key, 1/3rd

external benefits


DatabuildDatabuild Expectations from IiP are “Business

Improvement”, not seen as “HR tool only”

Orgs with “Top Level” support more successful, with greater returns

64% believed IiP helped in making and sustaining change initiatives and left them “Change Ready”


Change Is Inevitable …Change Is Inevitable … Change pressure not unique to any sector Legislative / competitive pressures “Change” an excuse not to or a reason

you must?? Our people drive the change for us Organisations are more flexible if people are on board and with us


Back to Basics …Back to Basics …

Communication Competent managers of people People knowing their role People knowing how they

contribute Measuring impact of approach


3 Vital Known Benefits3 Vital Known Benefits Establishing ROI for people

development Developing managers into

coaches, mentors and developers Setting values and attitudes in

those today who will be your managers and leaders tomorrow


Reasons Not To…Reasons Not To…

Already doing this It won’t add value It will cost too much Unsure of the benefits Fear of failure (corporate vanity) Not clear on links to existing practices


The Royal Bank of Scotland GroupThe Royal Bank of Scotland Group

115k employees Working with IiP since 1992 8 customer facing divisions 6 support functions Board level commitment Non-prescriptive policy


RBS Group – why IiPRBS Group – why IiP To raise standards of people performance across

the Group Improve managers people skills IiP to be the “Glue” that linked formerly

disparate strategies together To create flex and be ready for inevitable

change Develop more consistency in approach Improve communications “Grapevine issues”


RBS Group – Business RBS Group – Business RealityReality

Mergers Acquisitions Integration of different cultures Retain brands but add value and

customer offer Reduce headcount / efficiency

savings


RBS Group – Change RBS Group – Change ObjectivesObjectives

To retain commitment of employees To be an Investor in People despite the

uncertainty of change To ensure that people were key asset To foster trust and open

communications To improve people skills of managers


RBS Group - BenefitsRBS Group - Benefits Improved quality of communication Increased awareness and understanding IiP areas showed increased levels of

motivation and contribution vs. non-IiP People now want to be stretched,

welcoming the challenge Higher performing individuals worked in

IiP units


RBS Group – Way ForwardRBS Group – Way Forward More building blocks committed Peer pressure, don’t want to be left behind Integrate other initiatives into IiP philosophy Develop future leaders from within People to challenge the status quo “safely” IiP units - places where people want to work Learning environment where people feel

challenged


The ChallengeThe Challenge

Corporate commitment Visible support from the top Making the change in partnership Developing trust Communicating benefits Cultural shift


The ChallengeThe Challenge

Maintaining IiP - Internal Champions Ongoing senior level commitment As a catalyst for change from within Embedded in culture and values Benchmark - yr on yr improvement Not walking away when things get

tough

Questions

Discussion

session objectives

Documents