• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12
  13. 13
    13
  14. 14
    14
  15. 15
    15
  16. 16
    16
  17. 17
    17
  18. 18
    18
  19. 19
    19
  20. 20
    20
  21. 21
    21
  22. 22
    22

Investors in People Why Bother?

Extracts from this document...

Introduction

Investors in People Why Bother? As part of my work with Investors in People (IIP) I have been asked to prepare a paper on the motivations for organisations pursuing IIP status. I intend to cover the background to the standards, developments during their history and an examination of the benefits of becoming an acknowledged Investor in People. At the same time I will draw upon the concerns of those who say 'IIP, Why Bother?' and consider what next for the laurel-leafed standard. The IIP process arose out of repeated reports which demonstrated that, compared to our competitors, Britain's workforce held fewer qualifications. Although an estimated �18 billion per annum was spent on training, according to the Training Agency of the Department of Employment, this was far less than our competitors and worryingly the gap was widening. In 1988 a Government White Paper, 'Employment for the 1990s', launched the National Training Task Force (NTTF) which was given the responsibility to 'promote to employers the necessity of their investing in the skills of the working population.' As Sir Brian Wolfson Chairman of the Task Force put it, 'Investment in equipment depreciates whilst investment in people appreciates' and it was against this background that the standards were born. At the same time the Confederation of British Industry (CBI) established a task force to look at similar issues and the report 'Towards a Skills Revolution' came up with the concept of an 'Investor in Training' which contained 10 guiding principles. The eventual standard was based upon the inputs of a range of different employers and represented best practice amongst British industry. The name was finalised as Investors In People and employers fears were allayed that the process of meeting the standard would be unduly bureaucratic and would add value to organisations. Ironically, these concerns have never failed to completely vanish. Although IIP commenced life as a pilot operation in 1991 it did not achieve a formal status until Investors In People UK was established in July 1993. ...read more.

Middle

As Ruth Spellman, writing in the foreword to Taylor and Thackwray (1999), makes clear, 'However, it is important to remember that Investors In People accreditation is the start of the process, not the finish. Working with the Standard is about continuous improvement: continuing to maintain the Standard and reap the ... benefits that the Standard delivers.' Working with this less bureaucratic regime and with the support of our local LSC we scaled down our Project Team commitment from 12 to 6 months prior to reaccreditation. In consultation with the IIP assessor it was agreed that most evidence would be gathered verbally, the IIP Practitioner Handbook 2001 - 2002 (p3.27) confirms that 'There is no requirement whatsoever for the client to prepare a portfolio of evidence or a 'storyboard'. Although some clients may prefer these methods, the assessor should always let the client make an informed choice.' Other than brief written details at outset therefore, verbal evidence alone was to be collected; the Handbook goes on to point out that, '...verbal evidence is the cornerstone of the evidence gathering activity. ...it confirms or otherwise, that the client organisation has a 'people culture' as much as the client organisation is 'doing the right things'. (p3.26) In essence, success would depend upon the perceptions of the staff interviewed by the assessor. This IIP Review in autumn 2001 proved positive and the organisation took a more relaxed approach to the impending assessment. Communication at all levels was improved and much more focused than had been the case in 1999 and there was a genuine understanding of what IIP stood for in relation to AEGON UK Services. The feedback provided by the IIP assessor has added worthwhile business information to the organisation, including the review of the newly-added indicator of Equal Opportunities, Management Development and instances of staff attending training courses without a specific identified business need, a process known in the industry as 'sheepdipping'. ...read more.

Conclusion

and to empower the individuals in those organisations to achieve their full potential.' As Gilliland (1999:148) sums IIP up, 'Investors In People is about training and development.' AEGON UK Services can be rightly proud of its achievements in providing not only focused on-job and in-house training that adds value to the business but also a broad range of development opportunities for its employees. Through our learning partnership with the Trade Union UNIFI and the local college we are able to offer our staff access to the European Computer Driving Licence and the Learndirect programme, broadening employees' skills whilst simultaneously satisfying business; surely the essence of Investors In People? Such is my personal commitment to the IIP Standard that I put myself forward as a potential Investors In People Panel Member in early 2002. I was delighted to be accepted into the role and am now able to provide external input to the recognition process and ensure that the Standard is maintained and interpreted consistently. One final key part of my role, and the driver for all organisations to work with the Standard, is to ensure through the assessment process that the client organisation always receives added value from the feedback report. Finally, Gilliland (1999:140) tells a story which sums up my proposed approach to the IIP framework. Some years ago when working as a consultant with a small company, the Managing Director approached him and asked if he knew about a thing called Investors In People. When asked for his feelings about it, he replied that it was probably just one of those management fads. He was surprised when told that his company '... had been working with Investors In People for nearly nine months.' That is the real essence of the IIP framework; AEGON UK Services has already successfully used the Standard as a development tool prior to our first formal assessment and thereafter adding value to the business. Maintenance of our position in a more relaxed and less mechanical manner will continue to support our business goals into the future. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Produce a case study comparing two business organisations, investigating the extent to which each ...

    Store Business Involvement Groups feed into a bigger national group. They conduct an annual employee survey known internally as 'How are we doing?' Over the last eighteen months participation has improved to nearly 90% helping them respond to the needs of employees.

  2. Classify the business according to its ownership - McDonalds

    The Board of Directors, operating through its Audit Committee composed entirely of independent Directors, provides oversight to the financial reporting process. Ernst & Young LLP has unrestricted access to the Audit Committee and regularly meets with the Committee to discuss accounting, auditing and financial reporting matters.

  1. A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

    'We want everyone who works for us to have the opportunity to develop their careers. We have a company-wide development programme based on a personal management agenda (PMA) where each manager has an individual training and career development programme. Senior managers meet twice a year to discuss their own teams and succession planning.

  2. Report: Type of ownership of J-Sainsbury

    Telephone surveys Telephone surveys are popular and are cheaper than having to interview someone face to face. This method is often used for more in- depth surveys. For a survey to be valid the sample surveyed must be large enough to give significant results and it must be focused on key customers.

  1. Training and Development.

    good attendance 3.35 pm - 4.45 pm B&Q then provide an hour-length video for their new employees, this shows background information about B&Q, and this is the easiest way for the new employee to digest background information 5.00 pm END OF INDUCTION PROGRAMME Even with these steps, induction is unlikely

  2. As a short-term business Consultant, I have been hired by Alton Towers PLC to ...

    is one bad experience at the park then it will spoil a person's visit. Alton Towers creates magic for all of its customers by having themed areas, introducing people to the park with a warm welcome, putting on shows and performances, having workers ready to answer any questions that the guests might have.

  1. Business at Work - ASDA

    Asda then take the product into their own laboratory. Then they will place fibre optic probes into the product to check the temperature whilst cooking, in order to make sure that the product reaches high enough temperature for it to be used safely.

  2. Investigate about the important roles that management plays in achieving my chosen organisation aims ...

    Increasing sales can be done through special offers to customers, in order for them to buy more and increase the sales of their products. * Monitor Quality products: As soon as they have a rough idea of what to do to improve their products, they need to develop some strategies to support the costs.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work