Businesses intent on improving performance, OD professionals, and Investors in People (IIP) experts should welcome last year's customer-led revision of the IIP Standard. Performance improvement is now explicitly at the heart of the Standard; leadership, management and evaluation have been beefed up; and employee involvement and engagement given a higher profile.
The Standard is now - at last - written in plain English: feedback from organisations is overwhelmingly positive across the country - from those working towards the Standard, to world class organisations operating within it (even those struggling with the indicators around leadership and management!)
Those who seek to criticise the Standard and its impact would be well advised to look at the strategic effect of the investment in organisational training and development over the last 15 years and how it has helped the UK in moving towards a more knowledge-based economy. How else would we have survived a massive decline in our manufacturing industry and still remain one of the world's leading economies?
Part of the problem is that most people really don't understand the holistic nature of the Standard and how it fits together. If the critics really understood how every part of the Standard explicitly links into an organisation's business plan rather than just looking at the individual component parts, they would be less sceptical.
Investors in People was born with the express aim of ensuring workers were developed in line with the needs of the organisation. The Standard was nothing more than a simple business development tool. However over the years, it has been gradually strengthened to encompass other organisational concepts, proven to enhance employee output. Nowadays, it is much more than just a means of ensuring people are effectively trained. It is providing both public and private sector organisations with:
- An effective framework to link hard-earned funds invested in training directly into business objectives
- A methodology to check that any investment in training and development is wisely spent and adds value to the business
- A modern cultural framework where people are treated with dignity and respect; their input is valued and appreciated; and employees are empowered and trusted. Surely, this is the right way to manage people in the modern era?
- A structure where managers, and managers alone, are responsible for developing, motivating and communicating with their teams. No longer are personnel departments being asked to look after individuals and their development, which clearly is a line manager responsibility.
IIP also promotes a continuous improvement culture. No company has ever been successful unless it improves with the times - just ask the Japanese - and people are always the biggest asset when it comes to new ideas and suggestions. IIP helps ensure effective communication and employee engagement, assisting organisations to comply with consultation legislation and improving their employee relations. And finally, Investors in People makes sure the right people have the right skills at the right time. Surely, this is what all organisations need, whatever their size or remit?
The last 18 months have seen significant changes in the IIP delivery network, as well as the Standard itself. The changes put extra pressure on all involved with the Standard, and the lack of accessible and affordable support initially took its toll on numbers of organisations coming forward for recognition.
Over the last year the IIP UK licensed Regional Quality Centres (RQCs) have finally emerged as one stop shops for easily accessible, expert IIP advice and assessment, underpinned by the strength of a national RQC network. IIP is now often combined with other assessable Standards and comprehensive OD support.
The assessment and recognition units of yesterday have been replaced by customer focussed and commercially savvy RQCs, transforming the perception of a Standard previously propped up by subsidies to a business improvement framework for the 21st Century. At last, promotion of the Standard is focussing on bottom line, quantifiable benefits - something that we have pussy-footed around for far too long. There are excellent stories to be told of organisational improvement.
IIP is not, and never will be, a panacea to rid organisations of all their ills. Nor is it a training standard or simply a badge on the wall. The challenge for the QC Network is to use their expertise to communicate commercial benefits better and focus on helping clients improve performance, rather than hitting government targets, accessing funding or obtaining 'the badge'. At CQL we've focussed on changing our culture to embrace the new realities and opportunities. We're energised and confident - and our clients tell us we're providing much better support, for which they are happy to pay the market rate. IIP is a great UK product - perhaps at last we will do it justice.