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

Preserve & Evolve

PRESERVE:
Core purpose
+
Core Values

EVOLVE:
Everything else
to ensure
longevity

Yin AND YANG

Why are you in

An
obvious question but:
business?
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

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

To understand what our customers want

Delivering Every Little Helps

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

Customer
Promises
People Promises
The way we
work

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 p

MANAGEMENT LED
Deliberate
Top down
Controlling
SMART Objectives

EMERGENT
Adaptable
Empowered
Enabling
Strategic themes

Traditional
Honda

SPECIALISTS IN LEADING AND MANAGING PEOPLE

TRIAL & ERROR

Experimentation
Responsive
Learning based
Core capabilities

W.L.Gore

10

Execution

11
SPECIALISTS IN LEADING AND MANAGING PEOPLE

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
DIRECTION
Covey Start with the end in
mind

The Art of the long

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 Engagem

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
13

Simple project management and Lean techniques for breakthro

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
SPECIALISTS IN LEADING AND MANAGING PEOPLE

PESTLE

15
SPECIALISTS IN LEADING AND MANAGING PEOPLE

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

Project/lean charter drawn up

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
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 environmen

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

Its for
you boss

Section 1B

MEASUREMENT?

Always start with the end in mind!!

What do we mean by value?

Desired outcome/impact (specification

VALUE =
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 a
Institute of Value Management definition of value

21
SPECIALISTS IN LEADING AND MANAGING PEOPLE

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
SPECIALISTS IN LEADING AND MANAGING PEOPLE

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

e often rush to deliver before we have agreed concept and desig

and this trait is a key destroyer of value

Lead start with the end in mind

Manage the schedule and resource

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

Concept through design - The Theo

Solution
Implement
Solution
UNDERSTANDING

Formulate
Solution
Analyse data

Problem

Gather data

Time

Concept through design - The Pract

Solution
Implement
Solution
Formulate
Solution

UNDERSTANDING
Analyse data

Problem

Gather data

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

28
MacLeod 80% of the UK workforce know what is required based on rational and logical drivers. Less than

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 cant 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 ach
(Our leadership and management capabilit

3. Investors in People does not specify capa

for leadership and management apart from
generic descriptor for inspirational leadersh
Organisation is different and you have to de
what is critical to your organisation

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

Capability
Directors & Senior Managers Is able to inspire and motivate team to achieve
1
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 achieve

1

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.

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

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

Behaviours that will increase value

Takes responsibility for improvement objectives.

Is motivated to overcome hurdles and barriers
improvement.
Brings about improvements within own area
responsibility.

to
of

35

Options?
COMMAND & CONTROL
Can be inward looking

EMPOWERED
Tends to be outward looking
Customers/Service
Users

Customers/Service
Users
Tell & Check

SPECIALISTS IN LEADING AND MANAGING PEOPLE

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
37

Inspirational leadership from an IiP

perspective
Inspirational leadership can increase peoples
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.

SPECIALISTS IN LEADING AND MANAGING PEOPLE

38

Leadership
Styles

Blanchards situational leadership

SUPPORTIVE
BEHAVIOUR
model

SPECIALISTS IN LEADING AND MANAGING PEOPLE

39

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

SPECIALISTS IN LEADING AND MANAGING PEOPLE

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
SPECIALISTS IN LEADING AND MANAGING PEOPLE

42

Effective employee engagement

Employee engagement is a workplace approach

designed to ensure the employees are committed to
their organisations 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

SPECIALISTS IN LEADING AND MANAGING PEOPLE

43

Effective employee engagement

Employee engagement is a workplace approach

designed to ensure the employees are committed to
their organisations 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?
B

We want to
work here

We know what we h
45

MacLeod - 4 Broad Enablers for Enga

46

Balance

Engagement in the absence Engagement with wel

of well-being can lead to a
being
burned out workforce
enables sustained
employment
Low Well-Being

High engagement

Low engagement

UNSTABLE
ENGAGEMENT

CHRONIC
DIS-ENGAGEMENT

High Well-Being

SUSTAINABLE
ENGAGEMENT

COMPLACENT
DIS-ENGAGEMENT
47

Well-being
Improving the health of the UKs 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
SPECIALISTS IN LEADING AND MANAGING PEOPLE

48

Win/Win
ENGAGEMENT
Source: The MacLeod Report
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
ENGAGEMENT
Source: The MacLeod Report
Emotional
I want to work here
Good for the individual

WELLBEING
Well led and managed
Respected
Encouraged
Supported
IiP
Developed
Work life balance
Source: The Dame Black Report

Rational
I know what to do

Good for the organisation

has been doing this for 20 year

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

Appreciate
We can all work across the shapes. This stuff just
shows
theour
joy
us our preferred way of working and does not reflect
ability to quickly switch between styles
of diversity
we
DO NOT USE THIS STUFF TO LABEL YOURSELVES in
ORhow
OTHERS

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

Support and supervis

PROJECTS
This is what we have to do

PROJECTS KSS it is not rocket scien

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
Mums kitchen
to give it a fancy term.
Kitchen units

Wee Bobs
pool

Jessies garde
Dads garage

Maximising work based learning in your org

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?

ART WITH THE END IN MIND

In simple terms what
are you delivering to your
service users or customers?

Core ideology purpose and values

hat is your key offerin

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
McDonalds did
Great supply chain management
Growth driven

Loose structures built around key

clients
Flexibility
Range of superior services
Manage the customers 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

An
obvious question but:
business?
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

BUILDING WORKFORCE CAPABILITY IN YOUR ORGAN

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 abou

FORESIGHT

Our ability to think and to anticipate what might be

happening in the future and what we need to do abou

OPTIONS
Which door do we take?

DIRECTION

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

Part 1B how creativity works in practice

Now

Desired Outcome

Desired Outcome

Now

(A) We know what we have to achieve

(B) We know what we have to achie
and our path is clearly defined
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 HAV

The power of
Inspirational leaders who shape
and direct

AND

Empowered managers who enable an

Making your future happen

External
External
environm
environm
ent
ent
Implication
Implication
s/
s/
Options?
Options?
What
What we
we
need
need to
to
do
do

Strategy
Strategy 11

Strategy
Strategy 22

Strategy
Strategy 33

Tell it like a story.

Apply KSS
Its just like building
Wee Bobs house.
Visual leadership

Strategy
Strategy 44

Strategy
Strategy 55

From plan to execution

External
External
environm
environm
ent
ent
Implication
Implication
s/
s/
Options?
Options?
Strategy
Strategy
1
1

What
What

How

Task
Task 11

Now we are getting

down to the detail

Task
Task 22

Task
Task 33

Task
Task 44

Task
Task 55

KSS - It just becomes the execution of simple task breakdown its n

From strategy to task

External
External
environm
environm
ent
ent
Implication
Implication
s/
s/
Options?
Options?
Task1
Task1

What
What
How

Task
Task 1.1
1.1

Task
Task 1.2
1.2

Task
Task 1.3
1.3

Jessies garden
Dads garage

Yes break it down i

smaller bits but do
lose sight of what
you collectively wa
achieve

Task
Task 1.4
1.4

Task
Task 1.5
1.5

KSS Keep the language simple, use words we all use its not rocke

BUILDING WORKFORCE CAPABILITY IN YOUR ORGAN

Foresight - what we need to do - execution

Building capability in your leaders and wo

Preparing for the changing world
Winter LONG 7 December 2011

Using Investors in People to support yo

Capability The power or ability to do
something

But before we explore

new lands
Lets 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 you

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
Valued Aligned?

Where
are we going?
Yup

Supported

Empowered

OK lets go back to our journey:

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

Signposting

Your route map

to guide you

This is where
you are going

LONG
Knowledge Networks
Impact

Guides:
1.Planning +
We might know a man you can!
Our partnership network
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

Theme Building capability aroun

Group A Strategy execution and measurement

Group B Developing leaders in these challengin

Group C Building great employee engagement

Group D Creative and innovative ways of maxim

learning and development

Group E Any other topics around building capa

Reflection

Reflection
Our learning today

What have we learned together

Reflection

Foresight
Some thoughts on our approach next year

What have we learned together

Conclusion

In a world which is rapidly changing

nvestors 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 journ