THEMES
IMPACT
Are you fit for business?
PART 1 – Planning, execution and measurement
Core themes emanating from the LONG,
Knowledge Networks and Impact workshops
Draft 1.2 - Dated 5 December
Author: John Hutchison Investors in People Scotland LONG and Knowledge Networks Coordinator
A friendly caution, if I may
Section 1A
Strategy execution and business improvement
Purpose/values
Vision
Strategies
Plan
Execute
Common understanding
• 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
SPECIALISTS IN LEADING AND MANAGING PEOPLE
5
Preserve & Evolve
PRESERVE:
Core purpose
+
Core Values
EVOLVE:
Everything else
to ensure
longevity
Yin AND YANG
6
Why are you in business?
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
Our Values
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
Delivering
Listening
Delivering Every Little Helps
• To understand what our customers want
• Customer
Promises
• People Promises
• The way we work
• To understand what our people want
No one tries harder
for customers
Treat people as we
like to be treated
Earning Trust
• Through living the Values
Everyone Is Welcome at Tesco
• Whoever they are, whatever they do
• Whoever you are, whatever you do
Delivers for people who deliver for customers, and earn
their lifetime loyalty by delivering fantastic customer service
There is more than one way to plan
MANAGEMENT LED
•Deliberate
•Top down
•Controlling
•SMART Objectives
EMERGENT
•Adaptable
•Empowered
•Enabling
•Strategic themes
Traditional
W.L.Gore
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TRIAL & ERROR
•Experimentation
•Responsive
•Learning based
•Core capabilities
Honda
10
Execution
11
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Execution – Our collective will to make it happen
THE EXTERNAL ENVIRONMENT
The world we are living in and how it is affecting us
FORESIGHT
Our ability to understand how we need to react – Our Options
DIRECTION
What we need to do – our strategies to build our future
What we need to do to improve what we already have – business improvement
LEADERSHIP
Our collective ability to “tell the story” of what we need to do
Strategy and improvement
Align, motivate and inspire to make it happen
EXECUTION
Our 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
12
Build your own roadmap
The secrets of CEOs
THE EXTERNAL ENVIRONMENT
The world we are living in and how it is affecting us
YouTube Videos
FORESIGHT
Our ability to understand how we need to react – Our Options
Covey – Start with the end in mind
The Art of the long View
DIRECTION
Peter Swartz
What we need to do – our strategies to build our future
What we need to do to improve what we already have – business improvement
Narrative leadership - Macleod
LEADERSHIP
Our collective ability to “tell the story” of what we need to do
Strategy and improvement
Align, motivate and inspire to make it happen Kotter
Covey – Creative cooperation EXECUTION
MacLeod – Effective Engagement
Our ability as an organisation to work together to execute our strategies
Shared planning toolkits
The things we need to do which are given AND our ideas to implement improvements
in our own area of operations
Simple project management and Lean techniques for breakthrough change
13
SWOT
Good at organisational level and at team level to
We need to build on these
We need to negate these
Current situation
STRENGTHS
WEAKNESSES
Future Situation
OPPORTUNITIES
THREATS
14
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PESTLE
15
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Build your own toolkit
•
•
•
•
•
•
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
The answer is in the room
What we are good at (strengths)
What we need to improve
(development)
Start with the positive
Then examine what needs to improve
Creating the right environment
•
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
It’s for
you boss
Section 1B
MEASUREMENT?
Always start with the end in mind!!
What do we mean by value?
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
21
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Measurement beyond KPIs
LEADERSHIP – Degree of change – Focus on longer term capability/strategy
New systems/products – Project/Value Management
TIME
Past
Process Improvement – eg LEAN
Key Performance Indicators
TIME
Future
MANAGEMENT – Day to day operations - Focus on short term results
22
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The Logic Model
Certain resources
are needed to
operate your
project
Resources/
Inputs
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
Activities
Outputs
Outcomes
Impact
Your planned work
Your intended results
23
SPECIALISTS IN LEADING AND MANAGING PEOPLE
The value curves
We often rush to deliver before we have agreed concept and design
and this trait is a key destroyer of value
Potential to
Potential to
save
resource
waste
resource
Concept
Design
Deliver
Handover
Lead – start with the end in mind
Manage the schedule and resource
Potential to
waste
resource
Potential to
save
resource
PROJECT CHARTER
Concept
•
•
•
•
Design
Deliver
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
Handover
Concept through design - The Theory
Solution
Implement
Solution
UNDERSTANDING
Formulate
Solution
Analyse data
Problem
Gather data
Time
Concept through design - The Practice
Solution
Implement
Solution
Formulate
Solution
UNDERSTANDING
Analyse data
Gather data
Problem
Time
Structure
MANAGEMENT THINKING
Logical and rational
Directives
Schedules
Plans
Procedures
Policies
Processes
Rules
Controls
SMART Objectives
Transactional
LEADERSHIP THINKING
Conceptual and emotional
Foresight
Options
Broad directives
Alignment
Empowerment
Outcomes
Impact
Commitment
Projects/Tasks
Transformational
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
28
Business Cycle
The changing world we are operating in
Incremental change
high managerial skills
Performance
Breakthrough change
high leadership skills
Time
29
Bikes and Frogs – What are you?
Beware the sum of the separate parts
Be careful
you get what you measure!
When it comes to measurement the key is that we must focus
on the critical few rather than the trivial many
A quote from an EFQM publication on measurement
31
You can’t make a pig fat
just by weighing it!
32
Section 2
Leadership and management
1. We all have different personalities.
It is our diversity which gives the organisation its strength
2. But what is the common
way we need to lead, manage
and develop our people, which captures
what we stand for and what we want to achieve?
(Our leadership and management capabilities)
3. Investors in People does not specify capabilities
for leadership and management apart from a
generic descriptor for inspirational leadership. Each
Organisation 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.
Capability
1
Directors & Senior Managers – Is able to inspire and motivate team to achieve
2
3
4
Behaviours that will reduce value




5
Behaviours that will increase 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.



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 achieve
1
2
3
Behaviours that will reduce value





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.



4
5

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 achieve
1
2
3
4
Behaviours that will reduce value



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.
5
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.
35
Options?
COMMAND & CONTROL
Can be inward looking
EMPOWERED
Tends to be outward looking
Customers/Service
Users
Customers/Service
Users
Tell & Check
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Ask & Support
36
Kotter
Management
Leadership
Logical and rational
Conceptual and emotional
Creating an Agenda
Planning and budgeting
Establishing detailed steps and timescales
for achieving needed results and then
allocating the resources to make that happen
Establishing an agenda
Developing 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 staffing
Establishing structure and staffing to achieve
the plan, delegating responsibility, providing
policies and procedures and review systems
Aligning people
Communication the direction, influence to
ensure that people understand what they
have to do to achieve the vision.
Execution
Controlling and problem solving
Monitoring results against plan, identifying
deviations and then planning and organising
to solve these problems
Motivating and inspiring
Energising 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
37
Inspirational leadership – from an IiP perspective
“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.
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Leadership Styles
Blanchard’s situational leadership model
High
SUPPORTIVE BEHAVIOUR
Involves;
 Listening to people
 Providing support and
encouragement
 Facilitating their
involvement
 Supporting problem
solving and decision
making
SUPPORTING
COACHING
Able but may need
Have the some
reassurance
ability but may need
encouragement and
support
DELEGATING
Able and willing
DIRECTING
New or
inexperienced
High
Low
DIRECTIVE BEHAVIOUR
Involves clearly telling people what to do,
where to do it, and when to do it and then
closely supervising their performance
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Habits and behaviours
The seven habits of highly effective people – Stephen Covey
1. Be proactive - take the initiative
2. Begin with the end in mind - visualisation
3. Put first things first – then prioritise
4. Think win/win - collaborate
5. Seek first to understand – then to be
understood – listening & empathy
6. Synergies – creative cooperation
7. Sharpen the saw – Rest and renewal
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40
Section 3
Effective employee engagement
We know what we have to do
and we want to work here
Employee Engagement?
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
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42
Effective 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
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43
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
SPECIALISTS IN LEADING AND MANAGING PEOPLE
44
Where is your organisation?
We want to
work here
B
A
C
D
We know what we have to do
45
MacLeod - 4 Broad Enablers for Engagement
46
Balance
Engagement in the absence
of well-being can lead to a
burned out workforce
Low Well-Being
High engagement
Low engagement
UNSTABLE
ENGAGEMENT
CHRONIC
DIS-ENGAGEMENT
Engagement with wellbeing
enables sustained
employment
High Well-Being
SUSTAINABLE
ENGAGEMENT
COMPLACENT
DIS-ENGAGEMENT
47
Well-being
“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
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48
Win/Win
Source: The MacLeod Report
ENGAGEMENT
Emotional
I want to work here
Good for the individual
WELLBEING
•Well led and managed
•Respected
•Encouraged
•Supported
•Developed
•Work life balance
Source: The Dame Black Report
Rational
I know what to do
Good for the organisation
49
Win/Win
Source: The MacLeod Report
ENGAGEMENT
Emotional
I want to work here
Good for the individual
WELLBEING
•Well led and managed
•Respected
•Encouraged
•Supported
•Developed
•Work life balance
Source: The Dame Black Report
Rational
I know what to do
Good for the organisation
IiP has been doing this for 20 years
Improvement through people
50
Section 4
Building strategic capability
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 applies
Keep it simple and straightforward
I can do it
You can do it
We can do it
Section 4A
Individual Learning
Some very simple concepts for work based learning
Formal & Informal Learning
Taken from ‘The learning and Performance Link – The case
for Performance Toolkits’ published by GoodPractice
Learning impact on performance
Most popular
1. Informal chats with
colleagues and managers
2. Search on the Internet
3. Trial and error
4. On job instruction
5. Reference materials,
journals, publications etc
Most effective
1. Informal chats with
colleagues and managers
2. On job instruction
3. Time table training
4. Reference materials,
journals, publications etc
5. Google (There was very
little difference between 4
& 5)
Communicating
beyond our
differences
Understanding ourselves
Source: Susan Dellinger 1 800 762 3478
CAUTION
This 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
Appreciate
the joy
of diversity
in how we
think and act
Belief
I can do it
You can do it
We can do it
We remember:
10% of what we hear
20% of what we see
But 80% of what we do
E
D
I
P
B
M
D
Constructive Feedback
The blue eyes, brown eyes experiment
Well done
How do you think that bit went?
Summarise, confirm support learning, reinforce the positive
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 think
about the dream home you want built. You feel that
It is critical that mum, dad, wee bob and Jessie's ideas are
taken on board as it is a family home you seek. You look
through lots of magazines so you can visualise what you want
Mum is keen on collaborative leadership so you use some post its
to 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 created
an initial picture of some of the more detailed
requirements – you are well on the way
with your project cos you have the start of a plan
you have all built together. Collaborative concept
using shared visualisation
Mum’s kitchen
to give it a fancy term.
Kitchen units
Wee Bob’s
pool
Jessie’s garden
Dad’s garage
Maximising work based learning in your organisation
We are what we learn
Section 4B
WORKFORCE CAPABILITY
Getting 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
CAPABILITY
The power or
ability to
do something
YOUR PURPOSE AND VALUES
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?
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?
Core ideology – purpose and values
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 based
Aligned to specific customer needs
Best solutions for you
“Their services are exactly what I
need”
Continually innovate their product
It is not about price it is about product
performance
“Premium priced but worth it”
CULTURE &
VALUES
Disciplined teamwork
Conformity is essential
Team before individual
The heroes are the people who fit in
Employee of the year
Promotion from within
Client and field driven
Adaptable
Variation “have it your way” mindset
Entrepreneurial client teams
High skills in the field and broad skills
base
Concept, future driven
Creative and able to commercialize
ideas
Encourages individual imagination
and out of the box thinking
Manage the mavericks
MANAGEMENT
STYLE
Command and control
Centralised functions
High Skills at the core of the
organisation
Everybody understands their role
Continual small step improvements
Controlling
SMART Objectives
Client driven and adaptable
If our clients do well – we do well
Champion diversity
Knowledge driven
Flexible and adaptable
Enabling
Reward based on client feedback
Enabling
Entrepreneurial
Continually innovating
Able to respond quickly
Love 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 management
Growth driven
Loose structures built around key
clients
Flexibility
Range of superior services
Manage the customer’s risks
Helping their clients through change
Building customer relationships
Solutions driven
Loose knit and ad hoc structures
Results driven but experimentation is
encouraged
Decisive and risk orientated
Do not control – enable
Clever people but they also must
have humility, creativity and versatility
- Neyaka as the Japanese would say
Core ideology – purpose and values
Why are you in business?
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
BUILDING WORKFORCE CAPABILITY IN YOUR ORGANISATION
Core ideology = purpose + core values
THE CHANGING WORLD
Foresight - what we need to do - execution
• 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
FORESIGHT
Our ability to think and to anticipate what might be
happening in the future and what we need to do about it
A
B
C
D
FORESIGHT
E
Our ability to think and to anticipate what might be
happening in the future and what we need to do about it
OPTIONS
Which door do we take?
DIRECTION
A
Part 1A, there is more than one way to plan
Part 1B how creativity works in practice
Desired Outcome
Desired Outcome
Now
Now
(A) We know what we have to achieve
and our path is clearly defined
(B) We know what we have to achieve
but 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!
WHAT DO THESE 4 VERY DIFFERENT ORGANISATIONS HAVE IN COMMON?
The power of
Inspirational leaders who shape and direct
AND
Empowered managers who enable and align
Making your future happen
External
environment
Implications/
Options?
What we
need to do
Strategy 1
Strategy 2
Strategy 3
Tell it like a story.
Apply KSS
It’s just like building
Wee Bob’s house.
Visual leadership
Strategy 4
Strategy 5
From plan to execution
External
environment
Implications/
Options?
Now we are getting
down to the detail
Strategy 1
What
How
Task 1
Task 2
Task 3
Task 4
Task 5
KSS - It just becomes the execution of simple task breakdown – it’s not rocket science
From strategy to task
External
environment
Implications/
Options?
Task1
What
How
Task 1.1
Task 1.2
Task 1.3
Jessie’s garden
Dad’s garage
Yes break it down into
smaller bits but do not
lose sight of what
you collectively want to
achieve
Task 1.4
KSS – Keep the language simple, use words we all use – it’s not rocket science
Task 1.5
BUILDING WORKFORCE CAPABILITY IN YOUR ORGANISATION
Foresight - what we need to do - execution
Building capability in your leaders and workforce
Preparing for the changing world
Winter LONG 7 December 2011
Using Investors in People to support your Journey
Capability – The power or ability to do something
S
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 today
Different ways of using IiP
Networking exercise
Open session
Reflection - to share and learn from the day
Forward thinking to next year
Using Investors in People
to 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
pursuing
•
In pairs discuss these strategies
•
What are the challenges?
•
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
The benefit of Frameworks
Frameworks or maps help us:
•
•
•
•
•
•
To go to new lands
To find our way
To communicate this to others
To ensure we are all heading in the right direction
To get to the right destination, with the minimum of
fuss
To get more for less when sometimes our budgets
are restrained
THE INVESTORS IN PEOPLE STANDARD
Is something to help us on our way
Frameworks or maps help us:
•
•
•
•
•
•
To go to new lands
To find our way
To communicate this to others
To ensure we are all heading in the right direction
To get to the right destination, with the minimum of
fuss
To get more for less when sometimes our budgets
are restrained
Direction
Ah good a
map
Where
are we going?
Valued Aligned?
Yup
Supported
Empowered
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
Your route map
to guide you
Signposting
This is where
you are going
LONG
Knowledge Networks
Impact
We might know a man you can!
Our partnership network
Guides:
1. Planning +
2. Execution
3. Involvement
4. Route checking
YOUR WORLD
Foresight
Options
Direction
Preparation
Execution
Completion
Move on
Specialist support as required to help you on your way
Core themes give
you the detail
behind the map to
help you on your
journey
THEMES
Caution: Working draft issued for consultation but it is very much work in progress. Launch date Spring 2012 LONG
Theme – Building capability around:
Group A – Strategy execution and measurement
Group B – Developing leaders in these challenging times
Group C – Building great employee engagement
Group D – Creative and innovative ways of maximising
learning and development
Group E – Any other topics around building capability
Reflection
Reflection
Our learning today
What have we learned together today?
Reflection
Foresight
Some thoughts on our approach next year
What have we learned together today?
Conclusion
In a world which is rapidly changing
Investors in People is one of the tried and tested
route maps to help you on your way
It was born in troubled times
It serves again for these times
GOOD SPEED MY FELLOW TRAVELLERS!
Enjoy your journey