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An Investor in People is fully committed to developing
its people in order to achieve its aims and objectives.
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WHAT THIS MEANS IN PRACTICE
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The organisation is committed to supporting the
development of its people.
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Top management can describe strategies that they have put
in place to support the development of people in order to improve
the organisation’s performance.
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Managers can describe specific actions that they have
taken and are currently taking to support the development of
people.
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People can confirm that the specific strategies and
actions described by top management and managers take
place.
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People believe the organisation is genuinely committed to
supporting their development.
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The main reason for developing people is to
improve their performance so that they can help you to achieve your
aims and objectives.
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This indicator tests how committed you are to
developing your people.
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To prove your commitment, and to meet the
indicator, you need to show that you have put words into action.
You need to show that all your managers actively support
people’s development rather than just pay lipservice.
Your people need to believe that management actively supports
their development and that your commitment as an organisation is
genuine.
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You have to show that you are committed to
supporting the development of everyone who contributes to your
organisation achieving its objectives - whatever role they
play.
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People are encouraged to improve their own and
others’ performance.
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People can give examples of how they have been encouraged
to improve their own performance.
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People can give examples of how they have been encouraged
to improve other people’s performance.
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If you improve the way your people perform as
individuals and as a team, you are more likely to achieve your aims
and objectives.
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This indicator tests the steps you have taken to
create a way of doing things that encourages people to improve
their own performance and other people’s
performance.
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To meet it, your people need to say that you
actively try to create a way of doing things that encourages better
performance.
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They also need to say that you encourage them to
get the help, support, guidance and stimulation they need to
improve both their own and other people’s
performance.
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People believe their contribution to the organisation is
recognised.
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People can describe how their contribution to the
organisation is recognised.
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People believe that their contribution to the
organisation is recognised.
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People receive appropriate and constructive feedback on a
timely and regular basis.
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Your success largely depends on the time, effort
and ideas that your people put in to helping you achieve your aims
and objectives. To make that kind of effort, people need to
feel that what they do is appreciated.
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This indicator tests how much you recognise and
appreciate what your people add. Recognising people’s
contribution does not necessarily mean rewarding it financially.
It could mean offering praise or positive feedback or holding
it up as a good example.
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To meet this indicator, your people need to
believe that the role they play in your success as an organisation
is noticed and appreciated. They need to describe what you do
to recognise their individual efforts and how you give them useful
feedback on their performance.
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The organisation is committed to ensuring equality of
opportunity in the development of its people.
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Top management can describe strategies that they have put
in place to ensure equality of opportunity in the development of
people.
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Managers can describe specific actions that they have
taken and are currently taking to ensure equality of opportunity in
the development of people.
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People confirm that the specific strategies and actions
described by top management and managers take place and recognise
the needs of different groups.
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People believe the organisation is genuinely committed to
ensuring equality of opportunity in the development of
people.
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Equality of opportunity is a basic principle of
Investors in People, and a cornerstone for all good businesses.
But this indicator is not about policing equal opportunities.
It is a test of your commitment to ensuring that everyone has
equal opportunity to develop in line with your aims and
objectives.
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To meet this indicator, you need to put your
strategies for ensuring equality of opportunity into practice.
You need to show that you recognise the development needs of
different groups of people, including those with non-traditional
working patterns, and support them.
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Your managers need to show that they give everyone
equality of opportunity to develop in line with your aims and
objectives.
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People need to believe that their managers give
them this equality of opportunity to do so.
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An Investor in People is clear about its aims and its
objectives and what its people need to do to achieve
them.
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WHAT THIS MEANS IN PRACTICE
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The organisation has a plan with clear aims and objectives
which are understood by everyone.
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The organisation has a plan with clear aims and
objectives.
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People can consistently explain the aims and objectives of
the organisation at a level appropriate to their role.
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Representative groups are consulted about the
organisation’s aims and objectives.
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The most successful organisations make sure their
people know where the organisation is going and why. They
give them some sort of plan the defines this and gives them clear
aims and objectives.
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This indicator tests whether you have such a plan
and whether everyone understands it.
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To meet it, you need to have a plan that defines
your aims and objectives clearly and says what actions you will
take to achieve them. Most organisations have a written plan
to do this, but it is not compulsory.
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Your people must understand your aims and objectives
to a degree of detail appropriate to their role.
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When you discuss what your aims and objectives are,
you must involve groups such as trade unions, staff associations,
works councils and partnership councils, if they exist.
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The development of people is in line with the
organisation’s aims and objectives.
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The organisation has clear priorities which link the
development of people to its aims and objectives at organisation,
team and individual level.
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People clearly understand what their development activities
should achieve, both for them and the organisation.
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To get the best return from your investment in the
development of people, you need to ensure that it is clearly linked
to your organisation’s aims and objectives.
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This indicator measures how closely you link the
development of your people to your organisation’s aims and
objectives.
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To meet it, you need to show that all your
development activities are aimed at helping individuals and teams
to help your organisation achieve its aims and
objectives.
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People need to be able to describe how their
development helps them to contribute to your organisation’s
aims and objectives.
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