What is investor in people

It has three principles to which an organisation must subscribe and key indicators to work towards. An external assessor will look for evidence that these principles and indicators have been implemented throughout the organisation. Investors in People IIP provides a flexible framework, which any organisation can use.

It mirrors the business planning cycle plan, do, review making it clear for organisations to follow and implement in their own planning cycle. Organisations pursuing the Standard prepare their work against these criteria with support from a recognised Investors in People Adviser and guidance from detailed evidence requirements. External assessment is carried out to ensure the organisation has met these principles and underpinning criteria. The organisation can request an assessment at any time once it has decided to work towards the Standard.

Supporting evidence for the assessment is gathered from a range of sources. Evidence may include verbal and observed feedback, for example, through one-to-one interviews with employees or staff appraisal. An organisation can be assessed on a more regular basis if it so wishes. We offer tailored online and on-site training and briefings on Theory of Change, measuring social impact, commissioning for outcomes and social value, SROI, measuring local economic impact, community economic development, and more.

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Necessary Necessary. In the UK, Investors in People is the national Standard which determines a level of good practice for the learning and development of people to achieve organisational goals, and to improve business performance. The Standard provides a national framework for improving organisational performance and competitiveness, through a planned approach to setting and communicating organisational objectives and developing employees to meet these objectives.

The end result of being an Investor in People is to ensure that what employees can and are motivated to do, matches what the organisation needs them to do. Investors in People is a cyclical process and should lead to a culture of continuous improvement. This topic explains the three core principles of the Investor in People standard, how an employer can achieve the standard and the benefits to employers and employees.

Investors in People is a voluntary standard. There is no legal requirement to undertake it. To achieve or retain the Investors in People standard, employers must:. Employees in an organisation seeking to achieve or retain the Investors in People Standard should be able to:. Developing strategies to improve the performance of the organisation — an Investor in People develops effective business, learning and development, people management, and leadership and management strategies to improve the performance of the organisation through its people.

Taking action to improve the performance of the organisation — an Investor in People takes effective action in terms of management effectiveness, recognition and reward, involvement and empowerment, and learning and development to improve the performance of the organisation through its people.

Evaluating the impact on and improving the performance of the organisation — an Investor in People can demonstrate though performance measurement and continuous improvement the impact of its investment in people on the performance of the organisation. In it was estimated that one in three UK organisations was accredited, with one quarter of the UK workforce working for an Investors in People accredited company in Organisations wishing to be recognised as an Investor in People will be assessed against these 10 indicators.

Compliance with the Sandard is assessed on evidence relating to 39 requirement statements which underpin the 10 indicators. There are further indicators from which the organisation can also choose on which to be assessed.

For further information, visit the Investors in People website. Evidence collected by Investors in People indicates a number of practical benefits of working towards and achieving the Standard, including the following. Improved earnings, productivity and profitability because employees are appropriately skilled and motivated. Developing stronger leaders at every level of the organisation, as well as ensuring that all people-managers are equipped to provide the best support to their teams.

Meeting customer needs because customer satisfaction is a main outcome of achieving the standard. Improved morale and retention rates, reduced absenteeism, greater acceptance of change and an identification with the organisation beyond the confines of the job because employee motivation is improved through greater involvement, personal development and the recognition of achievement.

Reduced costs and wastage because employees are both skilled and motivated to examine their work constantly in order to contribute to these two factors. These events featured videos, inputs from sporting personality speakers such as Freddie Trueman, Chay Blythe, J P R Williams, Rachel Heyhoe-Flint and testimony from successful local business speakers on their training achievements.

In , the National Training Awards were introduced to promote and encourage examples of exceptionally effective training by employers, training providers and producers of training media and, latterly, individual achievement.

Extensive national press advertising was used to encourage entries. This is the first real example of a national initiative which sought out examples of training execution and products which started by addressing the business objectives, went through the training design and delivery processes and finished with evaluating the results in terms of trainee satisfaction and payback to the organisation leading to further improvements — a true investment cycle.

Around 80 winners were celebrated at the first awards ceremony in London at the end of the year — an event held annually ever since. Brian Wolfson soon to be knighted , Chairman of Wembley plc, was appointed as its Chairman.

The paper was a major influence in securing more widespread employer involvement and leadership in skills training issues. Paragraph 4. This latter statement was effectively the genesis of what became Investors in People. BGT was launched on 11 April by the Secretary of State, Norman Fowler, and the launch at the Telecom Tower, London was followed up by extensive national press advertising and a prize-winning direct marketing campaign.

Also during the development work to establish the network of TECs began in earnest. This was the first piece of development work towards the Standard. Research took the form of discussion groups with employers often CBI members which were held throughout the country.

The results of this work and the implications were reported to the NTTF at their meeting on 25 October. NTTF discussed the findings and agreed to write to the Secretary of State to ask for funding and seek the go-ahead for the Action Programme, and for this to be agreed by the end of November. This was achieved. The group took in the findings of the research projects and concluded that what employers needed most was a rigorous benchmark standard against which to compare their training practices.

Research into the best ways of delivering and ratifying the Standard continued through consultancy work in live situations. With the name agreed, work was commissioned from designers, Meda Ltd, to develop a logo for the initiative.