Introduction to Investors in People
It's not just a badge - it improves the performance of your business.
Today over a third of the UK workforce are using Investors in People, and these employers do so because they see a number of real business benefits:
- Improved business performance
- More focus and structure
- Improved employee motivation
- Business direction and growth
- Return on investment through increased efficiency
It’s easier than you think - there’s no paperwork involved.
Consultants Online will help you achieve your goals. Investors in People is not about ticking boxes and form filling – its focus is on outcomes, ensuring that everyone has the right knowledge, skills and attitude to deliver your organisation’s objectives.
Our advice helps your organisation improve performance through people. We'll help you with an action plan for leadership, support and continuous improvement. The assessment will be used to review what you have achieved and provide a basis for further progression.Every organisation is different.
Investors in People provides clear guidance on what you need to be doing to get the best from your people. We recognise that every organisation is unique, but that effective leadership and management always involves motivating, developing, involving and communicating with people. This is not just about getting a badge on the wall, but helping you to address your business issues.
The benefits of IiP are:
- Improves your business' competitiveness
- Clarifies the roles and responsibilities of your people, which is vital for managing their performance
- Improves succession planning - improving the experience and skills of your people for future internal promotion
- Creates a strong, organisational learning culture in your business
- Allows your managers to develop their judgement
- Develops and trains your people
- Increases job satisfaction and motivation of your employees
- Reduces stress in your workplace and reduces employee turnover
You are probably doing most of these things already:
1. Share Your Vision
Talk to people about your vision for the company, share your passion and make sure they are engaged with the strategy for achieving your goals. Staff need a clear understanding of where you firm is heading.
2. Value people’s individual contribution
The behaviour and sincerity of managers in showing how they appreciate what their people do is very important. This involves regular two-way conversation between managers and staff. Praise for a job well done or encouragement for improved performance shows that you value your people.
3. Involve people when developing your plan.
If you share your goals people will understand the objectives of their team and know what is expected of them. You can agree the milestones required along the way so everyone involved has a clear picture of what success will look like.
4. Encourage people to make decisions and take responsibility
Managers should promote a sense of ownership by getting people involved in decisions that affect their individual performance, and their team, at a level appropriate to their role – the more decisions your team can make without you the more empowered the team is, but make sure you give people the information, training and development to do their jobs.
5. Know what the qualities of an effective manager are
You need the right knowledge, skills and behaviours from your managers and supervisors. Your staff should be able to describe what their manager is doing to lead, manage and develop them effectively. This should reflect the culture and values of your organisation. You should help your managers to grow and improve.
6. Encourage everyone to contribute ideas to improve performance
Create a culture that encourages people to make improvements to their performance in the job as well as that of their colleagues. Give everyone fair access to the development they need so they appreciate the support their manager is giving them. This can be advice and guidance either at a one-to-one or team meeting.
7. Provide Frequent Constructive Feedback
Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback so they can continue to develop their knowledge and skills.
8. Involve people in regular discussions about performance
People can then decide the best course of action for themselves and their team. They can explore how success in these activities will be measured, and how they contribute to the overall objectives of the firm.
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