Investors in People “Nation building is not a spectator sport” (Minister of Labour, MMS Mdladlana, M.P.)

Investors in People

““Nation building isNation building is not a spectator sport” not a spectator sport”

(Minister of Labour, MMS Mdladlana, M.P.)(Minister of Labour, MMS Mdladlana, M.P.)

Success in the 21st century will come from

making the most of knowledge and skills to

create high quality products and services.

The most successful will be those with the most

skilled, flexible and committed people who can

adapt to new ways of working.

Whatever business you are in, you will need to

put people first”

Why Investors in People

• Investors in People is an international Standard

• Based on the fundamental principles of how the best organisations manage and develop their people.

• A business development tool, that is reliable, realistic.

• Its easy to understand,

• Its flexible yet very challenging

• Fit for any organisation

Why should you be interested in such a Standard

Director / Stakeholder

1. International Quality Standard – tried & tested.

2. Integrated as part of business practice

3. Alignment with labour legislation

4. Increased Profitability

5. Improved productivity

6. Reduced Labour Turnover

7. Common focus on company objectives

8. Cost effective

Why should you be interested in such a Standard

Middle Management:

1. Performance Targets achieved

2. WSP – setting Standards

3. Synergy with HR, alignment & integration

4. Create an urgency to realise change/transformation

5. Attract and retain employees

6. Culture audit – gap & focus

7. Improves communication – rapport & trust

8. Employees understand business/strategy

9. Personal development plans

10.ROI – Better utilisation and justification of results.

Why should you be interested in such a Standard

Employee:

1. Focuses on personal development

2. Creates partnerships

3. knowledge of results

4. Become competent

5. Increased productivity

6. Focuses on the positive

7. Improved and effective communication

8. Recognition of contribution, valued input

9. Better working environment.

Its’ not just about the badge…but mostly about business benefits

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Benefits

ImproveCompetitive EdgeImproveProductivityReduce staffturnoverImprove profits

The logic behind the StandardThe logic behind the Standard

Business Aims and Objectives

Teams Aims and Objectives

Individual Aims and Objectives

Identify Development Needs

Ensure Development is

Suitable

Provide Development

Identified

Assessment of Learning

Application of Learning

Impact on the Aims and Objectives

Value to the business

Investors in People - Principles

Commitment

Commitment

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12 Indicators

33 Evidence

The 12 indicators (best practice)

1. The organisation is committed to supporting the development of its people

2. People are encouraged to improve their own and other people’s performance

3. People believe their contribution to the organisation is recognised

4. The organisation is committed to ensuring equality of opportunity in the development of its people

5. The organisation has a plan with clear aims and objectives which are understood by everyone

6. The development of people is in line with the organisation’s aims and objectives

7. People understand how they contribute to achieving the organisation’s aims and objectives

8. Managers are effective in supporting the development of people

The 12 indicators (best practice) (continued)

The 12 indicators (best practice) (continued)

9. People learn and develop effectively

10. The development of people improves the performance of the organisation, teams and individuals

11. People understand the impact of the development of people on the performance of the organisation, teams and individuals

12. The organisation gets better at developing its people

Background to the Standard

• Developed in the UK during 1990 by the National Training

Task Team - partnership of employers (CBI), unions (TUC)

and government.

• Launched in 1991 – has been revised twice.

• Over 29,000 organisations are formally recognised in the UK.

• Over 21,000 organisations are committed to working with the

Standard in the UK.

• Approximately 25% or 1 in 4 of the UK working population is

employed by organisations involved with the Standard

Link to Corporate Governance

• Relations with stakeholders e.g employees, shareholders

• Investing in long-term (wealth maximisation , not just profit

maximisation)

• Ethical Practices and Organisational Integrity

• Transparency and disclosure

• Sharing best practice

• Social and Transformation issues

• Human Capital

...Synergy - Learnerships

A person that completes a learnership will be able to demonstrate the practical application of skills and will also have learnt why things are done

Ensures that people understand the objectives of their training, apply it once trained and the organisation see the value and link to business objectives

SETA Investors in People

...Synergy - Learnerships

Once a learnership is completed, learners receive a certificate that show they have a qualification that is part of the NQF

Indicator 9 T&D should be linked to an external qualification where appropriate.

SETA Investors in People

To implement learnerships effectively coaching/mentoring system should exist within organisations

Investors in People Indicator 8 ensures that managers have the skills and knowledge to support and develop their people

The aim of the SETA and the South African Investors in People

Project

To get organisations, per selected sector, to

commit and implement the Investors in People

Standard

What does commitment to the Investors in People Standard

mean?

Commitment is the desire to enhance

the skills and attitudes of everyone

involved in meeting the organisation’s

objectives, to improve both individual

and organisational performance

What would commitment require?

• Signing a commitment certificate and placing it in a public

area

• Allocating a senior employee of the organisation as the

Investors in People Internal Facilitator

• Making resources, time and funds available for

assessments, advisory work and implementation costs

• Preparing an overall recognition strategy

• Develop an action plan and implement Investors in People

• Undergo an assessment against the Standard

What will the organisation gain from commitment?

Short term

• 3 days training for

the Internal

Facilitator funded

by the EU

• Approximately half

to whole day of

advisory services

funded by the EU

Longer term

• Gain many of the

benefits of becoming an

Investor in People

Indication of cost for an assessment

Number of employees

in organisa-

tion / building

block

Number of days needed

for assessment

Estimated cost

( R 2 000 pd per registered practitioner plus travel and

accommodation)

50 3 R 6 000

500 7 R 14 000

1000 8 R 16 000

5000 15 R 30 000

Note: These rates are related to project conditions only.

Complexity of organisations influences assessment days required.

Quote from the King 11 Report

Human capital denotes the latent, or potential, value that

employees at all levels - individually and collectively -

represent for a company.

Nurturing, protecting, capturing, retaining and developing

human capital can therefore be seem as a vital ingredient for

the sustainable economic performance of any company. It

forms the basis for future strategic advantage and economic

value creation.

A focus on developing human capital represents a focus on

breathing life into the oft-quoted statement that “our people

are our most important asset”

King 11 Report

I have seen the future and it works