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INVESTORS IN PEOPLE
In order to help you understand the impact on your people and the biggest challenges they are facing at the moment, as well as to help you prepare for the future, we have created the COVID & Wellbeing: Listen, plan & move forward product. LEARN MORE. 03003 033033. WE INVEST IN PEOPLE FRAMEWORK How we created our people framework We worked with hundreds of academics, business leaders and industry experts to design the latest version of our people framework, which we updated in 2015. TRANSFORMATIONAL LEADERSHIP: WHAT IS IT? Transformational leadership, focuses on the needs of others, rather than the needs of the leader. Similar to servant leadership, but differs because in each style the leader has a different focus. The transformational leader’s focus is “directed towards the organisation, and his or her behaviour builds follower commitmenttoward
WHAT DOES A NO BLAME CULTURE ACTUALLY LOOK LIKE?CULTURE OF BLAME INHEALTHCARE
What is a no blame culture? No blame cultures embrace the possibility of errors and encourage their reporting. They are underpinned by the belief that errors are inherent to the existence of organisations. Errors, or deficiencies that may cause errors, are treated as systemic factors (rather than personal faults) and responded to accordingly.EMPLOYEE VOICE
Employee voice improves job design. Improving job design can lead to higher engagement, satisfaction and wellbeing, which all impact productivity and performance.. In organisations with opportunities for employee voice, employees are more able to be honest about the parts of the job that are working and those that need honing to better suit the market and their skills and abilities. FLAT HIERARCHIES: DO YOU UNDERSTAND THE PROS AND CONS? Flat hierarchies: a general definition. Much media attention has focused on holacracies, but actually holacracy is just one type of flat hierarchy that became popular due to its adoption by well-known companies operating in Silicon Valley and the wider technology sector.. What holacracies and other forms of flat hierarchies have in common is a smaller-than-normal layer of middle management. ONBOARDING VS INDUCTION HERES WHAT HR NEEDS TO KNOW These questions should all be covered during induction. follows a much steeper drop-off curve than onboarding: there’s an initial glut of induction activity but this is time-limited and drops rapidly after the initial days or weeks in the job, depending on the complexity of the role and the number of human and system interdepencies in the DOES YOUR MANAGER REALLY CARE? HERE'S SIX SIGNS THEY DO Our research showed the following traits are rated most highly by employees. 1. They encourage your personal development as much as your professional development. A manager who wants to see you succeed. Not just in the role you’re being paid for, but through your learning, development and wider skillset is a manager that genuinely cares. 7 STEPS TO SUPPORT A CULTURE OF WELLBEING Wellbeing. Mental health. Wellness. We all want to do the right thing, but it can be hard to know where to start. How can we create a culture of wellbeing during a time when so many other areas of focus in a business are both important and urgent, and budgets aren’t necessarily where they were BECOMING THE BEST COMPANIES Journey to Companies Assessed | 10000 Standard | 56% Silver | 22% Gold | 19% Platinum | 3% Becoming the Best Companies | 3 Year Accreditations Dedicated practitioner for your organisation Online surveys and 1 to 1 interviews 12 and 24 month checkins with practitioner Accreditation is valid for 3 years Measure theeffectiveness of
INVESTORS IN PEOPLE
In order to help you understand the impact on your people and the biggest challenges they are facing at the moment, as well as to help you prepare for the future, we have created the COVID & Wellbeing: Listen, plan & move forward product. LEARN MORE. 03003 033033. WE INVEST IN PEOPLE FRAMEWORK How we created our people framework We worked with hundreds of academics, business leaders and industry experts to design the latest version of our people framework, which we updated in 2015. TRANSFORMATIONAL LEADERSHIP: WHAT IS IT? Transformational leadership, focuses on the needs of others, rather than the needs of the leader. Similar to servant leadership, but differs because in each style the leader has a different focus. The transformational leader’s focus is “directed towards the organisation, and his or her behaviour builds follower commitmenttoward
WHAT DOES A NO BLAME CULTURE ACTUALLY LOOK LIKE?CULTURE OF BLAME INHEALTHCARE
What is a no blame culture? No blame cultures embrace the possibility of errors and encourage their reporting. They are underpinned by the belief that errors are inherent to the existence of organisations. Errors, or deficiencies that may cause errors, are treated as systemic factors (rather than personal faults) and responded to accordingly.EMPLOYEE VOICE
Employee voice improves job design. Improving job design can lead to higher engagement, satisfaction and wellbeing, which all impact productivity and performance.. In organisations with opportunities for employee voice, employees are more able to be honest about the parts of the job that are working and those that need honing to better suit the market and their skills and abilities. FLAT HIERARCHIES: DO YOU UNDERSTAND THE PROS AND CONS? Flat hierarchies: a general definition. Much media attention has focused on holacracies, but actually holacracy is just one type of flat hierarchy that became popular due to its adoption by well-known companies operating in Silicon Valley and the wider technology sector.. What holacracies and other forms of flat hierarchies have in common is a smaller-than-normal layer of middle management. ONBOARDING VS INDUCTION HERES WHAT HR NEEDS TO KNOW These questions should all be covered during induction. follows a much steeper drop-off curve than onboarding: there’s an initial glut of induction activity but this is time-limited and drops rapidly after the initial days or weeks in the job, depending on the complexity of the role and the number of human and system interdepencies in the DOES YOUR MANAGER REALLY CARE? HERE'S SIX SIGNS THEY DO Our research showed the following traits are rated most highly by employees. 1. They encourage your personal development as much as your professional development. A manager who wants to see you succeed. Not just in the role you’re being paid for, but through your learning, development and wider skillset is a manager that genuinely cares. 7 STEPS TO SUPPORT A CULTURE OF WELLBEING Wellbeing. Mental health. Wellness. We all want to do the right thing, but it can be hard to know where to start. How can we create a culture of wellbeing during a time when so many other areas of focus in a business are both important and urgent, and budgets aren’t necessarily where they were BECOMING THE BEST COMPANIES Journey to Companies Assessed | 10000 Standard | 56% Silver | 22% Gold | 19% Platinum | 3% Becoming the Best Companies | 3 Year Accreditations Dedicated practitioner for your organisation Online surveys and 1 to 1 interviews 12 and 24 month checkins with practitioner Accreditation is valid for 3 years Measure theeffectiveness of
WE INVEST IN PEOPLE: ONE-YEAR ACCREDITATION Good people want to work for good companies. Stand out from other employers. Our accreditation is a recognition of you putting your people first. A complete assessment of your organisation against our We invest in people framework. Remote interviews with one SMALL AND LARGE ORGANISATIONS Without question, one of the clear differences between smaller and large organisations is the more bureaucratic and hierarchical structure. Due to the amount of personnel within a large company, they are inherently more hierarchical. Resulting in teams working in silos, or without an understanding of the nature of the business. EMPLOYEE DEVELOPMENT PLAN Step 2: Establish work development needs. This involves an objective look at the demands of the role initially, to ensure the employee development plan is aligned to organisational goals, and also at the future demands of the role (how it will evolve) and future positions available in the organisation (for succession planning). INVESTORS IN PEOPLE DATA SECURITY / PROTECTION FAQS Most such data is collected in the form of responses to the Likert scale (strongly agree, agree, neither agree nor disagree, disagree, strongly disagree), though other data is collected via multiple choice ‘tick boxes’ and free-text fields. Multiple choice questions include a ‘prefer not to say’response. IIPCIC Data ProtectionFAQs: 1018.
“FEELING VALUED:” THE DIMENSIONS ORGANISATIONS MUST DELIVER ON White and Mackenzie-Davey (2003) define feeling valued as a “positive response arising from confirmation of an individual’s possession of qualities on which worth or desirability depends.”. When someone recognises that our personal qualities or somethingwe’ve done has
6 TRAITS OF A SUCCESSFUL CHANGE AGENT An effective change agent will: 1. Know the benefits the changes will bring. They’ll understand the bigger picture and how the plans for change fit with the company’s past – while also having the patience to play the long game. 2. Stay in touch with the human side of change. Even changes to the office stationery supply can causeissues to
4 LEADERSHIP BEHAVIOURS THAT IMPROVE WELLBEING FOR THE Let’s look at key leadership behaviours that increase wellbeing. 1. Reduce uncertainty and increase certainty. Uncertainty is very stressful to human beings. And yet the modern working world can be filled with uncertainty, driven by changing markets, the dynamics of EMPLOYEE RECOGNITION SCHEMES Employee recognition schemes are popular for good reason. They can increase engagement, improve interpersonal dynamics, reset behavioural expectations through positive reinforcement and better align employee experience with organisational goals. But they only drive theseoutcomes if
THE POWER OF WELLBEING The Power of Wellbeing: how investing in staff delivers dividends. There are many reasons why investing in employee wellbeing is a good choice. While its popularity has exploded in recent years, it’s not a new idea. Some of the Victorian industrialists, such as William Lever, believed that investing in wellbeing was both a productivity WHY EMPLOYERS MUST RECLAIM THE PIP AS A TOOL FOR GOOD Why employers must reclaim the PIP as a tool for good. Performance improvement plans (PIPs) have an unfortunate reputation as a tool to ‘manage’ people out of the organisation. This reputations turns what could be an effective tool for improving performance and retaining employees – saving time, money and resources – intosomething that
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INVESTORS IN PEOPLE | ACCREDITATIONSWE INVEST IN PEOPLE
3 OR 1 YEAR ACCREDITATION Your people are your most valuable commodity. Central to the success of any organisation is the right blend of talent, motivation andleadership.
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WE INVEST IN WELLBEING 3 YEAR ACCREDITATION A healthy workforce is not only an ethical priority for businesses, but can also make a significant contribution through increasedproductivity.
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WE INVEST IN APPRENTICES 3 YEAR ACCREDITATION We will evaluate your apprenticeships approach and help you attract the best talent and get the most out of them. Furthering apprenticeship programs.LEARN MORE
COVID & WELLBEING: LISTEN, PLAN & MOVE FORWARDSURVEY + INSIGHTS
Every business and its people are feeling the impact of the current, unprecedented, situation. The very nature of how we work and interact professionally has changed, possibly, forever. In order to help you understand the impact on your people and the biggest challenges they are facing at the moment, as well as to help you prepare for the future, we have created the COVID & Wellbeing: Listen, plan & move forward product.LEARN MORE
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