The Investors in People Profile Themes

Developing strategies to improve the performance of the organisation

An Investor in People develops effective strategies to improve the performance of the organisation through its people.

Indicator

Theme / topics

1 A strategy for improving the performance of the organisation is clearly defined and understood

Business strategy

· Business planning

· Strategy development

· Social responsibility

· Vision and values

· KPIs

2 Learning and development is planned to achieve the organisation’s objectives

Learning and development strategy

· Learning and development planning

· Learning styles

· Continuous learning

3 Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people

People management strategy

· Work-life balance

· Recruitment and selection

· Equality and diversity

· Organisation design

· Feedback culture

· Performance improvement focus

4 The capabilities managers need to lead, manage and develop people effectively are clearly defined and understood

Leadership and management strategy

· Leadership and management capabilities

· Development and performance management of managers

Taking action to improve the performance of the organisation

An Investor in People takes effective action to improve the performance of the organisation through its people.

5 Managers are effective in leading, managing and developing people

Management effectiveness

· Management effectiveness

· Inspirational leadership

· Team working and knowledge sharing

· Career guidance

· Coaching

6 People’s contribution to the organisation is recognised and valued

Recognition and reward

· Recognition

· Reward including benefits

· Peer recognition

· Celebration of success

7 People are encouraged to take ownership and responsibility by being involved in decision-making

Involvement and empowerment

· Employee involvement

· Internal communication

· Consultation

· Continuous improvement culture

8 People learn and develop effectively

Learning and development

· Induction

· Learning and development activity

· Personal development

· Mentoring

Evaluating the impact on the performance of the organisation

An Investor in People can demonstrate the impact of its investment in people on the performance of the organisation.

9 Investment in people improves the performance of the organisation

Performance measurement

· Evaluation of impact of learning and development

· Performance improvement

· Measurement and reporting of return on investment on people strategies

10 Improvements are continually made to the way people are managed and developed

Continuous improvement

· Continuous improvement

· Self review and external review

· Feedback methods and measures

· Internal and external benchmarking

Understanding the Levels

Level 1 Represents an organisation meeting the Standard and demonstrating good practice

(The evidence requirements in level 1 are the same as the Standard itself.)

To meet level 1 – all of the evidence requirements at level 1 in an indicator must be met.

Level 2 Represents an organisation exceeding the requirements of the Standard

To meet level 2 in an indicator – all of the evidence requirements at level 1 must be met plus at least 50% of any of the level 2/3 statements

Level 3 Represents an organisation significantly exceeding the requirements of the Standard

To meet level 3 in an indicator – all of the evidence requirements at level 1 must be met plus 100% of the level 2/3 statements

Level 4 Represents an organisation demonstrating excellent practice and meeting the evidence requirements at all levels.

To meet level 4 in an indicator – all of the evidence requirements at level 1 must be met plus all of the level 2 / 3 statements plus all of level 4

1 A strategy for improving the performance of the organisation is clearly defined and understood.

Top managers

Managers (includes top managers)

People (includes top managers and managers)

Level 1

1 Top managers make sure the organisation has a clear purpose and vision supported by a strategy for improving its performance.

2 Top managers make sure the organisation has a business plan with measurable performance objectives.

3 Top managers make sure there are constructive relationships with representative groups (where they exist) and the groups are consulted when developing the organisation’s business plan.

4 Managers can describe how they involve people when developing the organisation’s business plan and when agreeing team and individual objectives.

5 People who are members of representative groups can confirm that top managers make sure there are constructive relationships with the groups and they are consulted when developing the organisation’s business plan.

6 People can explain the objectives of their team and the organisation at a level that is appropriate to their role, and can describe how they are expected to contribute to developing and achieving them.

Levels 2 and 3

1 Top managers make sure the organisation has a clear set of core values that support its purpose and vision.

2 Top managers make sure the organisation’s strategy is developed through the involvement of managers, people, stakeholders and other sources.

3 Top managers make sure the organisation has key performance indicators to improve its performance.

4 Top managers can describe how social responsibilities are taken into account in the organisation’s strategy.

5 Managers can describe the organisation’s core values and what this means to the way they are expected to manage.

6 Managers can describe how they are involved in developing the organisation’s strategy

7 Managers can describe the key performance indicators they use to improve the organisation’s performance.

8 Managers can describe the organisation’s social responsibilities and what this means to the way they are expected to manage.

9 People can describe the organisation’s core values and what this means to the way they are expected to work.

10 People can describe how they are involved in developing the organisation’s strategy

11 People can describe the key performance indicators used by the organisation to improve its performance.

12 People can describe the organisation’s social responsibilities and what this means to the way they are expected to work.

Level 4

1 Top managers make sure the core values are at the heart of the organisation’s strategy and govern the way it operates.

2 Top managers can describe how social responsibility is part of the culture of the organisation.

3 Managers can describe how they make sure the core values are at the heart of the way the organisation operates.

4 Managers can describe how they make sure social responsibility is part of the culture of the organisation.

5 People believe the core values are at the heart of the way the organisation operates.

6 People believe in and share the organisation’s vision and values.

7 People believe that social responsibility is part of the culture of the organisation.

2 Learning and development is planned to achieve the organisation’s objectives.
	Top managers	Managers (includes top managers)	People (includes top managers and managers)
Level 1	1 Top managers can explain the organisation’s learning and development needs, the plans and resources in place to meet them, how these link to achieving specific objectives and how the impact will be evaluated.	2 Managers can explain team learning and development needs, the activities planned to meet them, how these link to achieving specific team objectives and how the impact will be evaluated.	3 People can describe how they are involved in identifying their learning and development needs and the activities planned to meet them. 4 People can explain what their learning and development activities should achieve for them, their team and the organisation.
Levels 2 and 3	1 Top managers can describe the learning and development strategy they have in place to build the organisation’s capability to achieve its vision. 2 Top managers can describe how innovative and flexible ways of developing people are identified through internal and external sources, and how these are included in the organisation’s learning and development strategy.	3 Managers can describe the plans they have in place to build their team’s capability to contribute to achieving the organisation’s vision. 4 Managers can describe how they involve people in identifying the learning and development needs of their team and the activities planned to meet them. 5 Managers can describe how they take account of people’s different learning styles when planning learning and development.	6 People can confirm that their learning and development is planned to build their future capability to contribute to achieving the organisation’s vision. 7 People can describe how they are involved in identifying the learning and development needs of their team and the activities planned to meet them. 8 People can describe what the team learning and development activities should achieve for the team and the organisation. 9 People can confirm that learning and development takes account of their preferred learning style. 10 People believe they have a responsibility for their own learning and development.
Level 4	1 Top managers can describe how they have created a culture that encourages continuous learning and promotes the development of skills and knowledge at every level.	2 Managers can describe how they act as a role model for continuous learning.	3 People believe that continuous learning is at the heart of the culture of the organisation.

3 Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people.
	Top managers	Managers (includes top managers)	People (includes top managers and managers)
Level 1	1 Top managers can describe strategies they have in place to create an environment where everyone is encouraged to contribute ideas to improve their own and other people’s performance. 2 Top managers recognise the different needs of people and can describe strategies they have in place to make sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for people to learn and develop which will improve their performance.	3 Managers recognise the different needs of people and can describe how they make sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for people to learn and develop which will improve their performance.	4 People believe managers are genuinely committed to making sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for them to learn and develop which will improve their performance. 5 People can give examples of how they have been encouraged to contribute ideas to improve their own and other people’s performance.
Levels 2 and 3	1 Top managers can describe strategies they have in place to make sure recruitment and selection meets the needs of the organisation and is fair, efficient and effective. 2 Top managers can describe strategies they have in place to promote equality and manage diversity in the workplace. 3 Top managers can describe strategies they have in place to support work-life balance to meet the needs of the organisation and its people. 4 Top managers can describe how they have created an environment where giving and receiving constructive feedback is valued. 5 Top managers can describe how the organisation’s structure is designed to achieve its strategy and make the most of people’s talents.	6 Managers can describe how they make sure recruitment and selection is fair, efficient and effective. 7 Managers can describe how they value people’s differences and how they are effective in promoting equality and managing diversity in the workplace. 8 Managers can describe how they make sure work-life balance solutions are effectively put into practice. 9 Managers can describe how they encourage people to give and receive constructive feedback. 10 Managers can describe how they make sure people are given the opportunity to make the most of their talents within the organisation.	11 People believe recruitment and selection is fair. 12 People believe managers value people’s differences and can give examples of how they promote equality and manage diversity in the workplace. 13 People can describe how they are supported in balancing their work and personal lives. 14 People can describe how they give and receive constructive feedback to improve performance. 15 People believe they are given the opportunity to make the most of their talents within the organisation.

Top managers

Managers (includes top managers)

People (includes top managers and managers)

Level 4

1 Top managers can describe how the organisation’s recruitment and selection strategies are linked to its business strategy and are designed to make sure there is a talented and diverse workforce that is able to achieve the organisation’s vision.

2 Top managers can describe how the organisation’s equality and diversity strategies are linked to its business strategy and applied throughout the organisation.

3 Top managers can describe how the organisation’s work-life balance strategies are linked to its business strategy and applied throughout the organisation.

4 Managers can describe how they play an important role in recruiting and selecting people with values that match the organisation’s values.

5 Managers can describe how they value diversity and create an environment where people can use their unique talents and achieve their potential.

6 Managers can describe how they value the work-life balance strategies and apply them creatively to benefit individuals, teams and the organisation.

7 People can describe how their views are taken into account when recruiting and selecting team members.

8 People believe everyone in the organisation values diversity.

9 People believe work-life balance is valued and part of the culture of the organisation.

4 The capabilities managers need to lead, manage and develop people effectively are clearly defined and understood.
	Top managers	Managers (includes top managers)	People (includes top managers and managers)
Level 1	1 Top managers can describe the knowledge, skills and behaviours managers need to lead, manage and develop people effectively, and the plans they have in place to make sure managers have these capabilities.	2 Managers can describe the knowledge, skills and behaviours they need to lead, manage and develop people effectively.	3 People can describe what their manager should be doing to lead, manage and develop them effectively.
Levels 2 and 3	1 Top managers can describe how they define the current and future capabilities managers need in line with the organisation’s purpose, vision and values. 2 Top managers make sure managers are regularly reviewed against the capabilities and receive constructive feedback on their performance. 3 Top managers make sure managers are provided with the help they need to develop the capabilities.	4 Managers can describe how they are involved in defining the current and future capabilities all managers need. 5 Managers can confirm that they are regularly reviewed against the capabilities and receive constructive feedback on their performance. 6 Managers can confirm that they are provided with the help they need to develop the capabilities.
Level 4	1 Top managers can describe how the organisation’s leadership and management strategy is linked to its business strategy and takes account of external good practice. 2 Top managers can describe how they create an environment where everyone is encouraged to develop leadership capabilities.	3 Managers can describe how they encourage everyone to develop leadership capabilities.	4 People can give examples of how they have been encouraged to develop leadership capabilities.

5 Managers are effective in leading, managing and developing people.
	Top managers	Managers (includes top managers)	People (includes top managers and managers)
Level 1		1 Managers can explain how they are effective in leading, managing and developing people. 2 Managers can give examples of how they give people constructive feedback on their performance regularly and when appropriate.	3 People can explain how their managers are effective in leading, managing and developing them. 4 People can give examples of how they receive constructive feedback on their performance regularly and when appropriate.
Levels 2 and 3	1 Top managers can describe how they act as role models when demonstrating the leadership and management capabilities in line with the organisation’s values. 2 Top managers can describe how they act as role models when working as a team and sharing knowledge.	3 Managers can describe how they lead, manage and develop people in line with the organisation’s values. 4 Managers can describe how they encourage people to work together and share knowledge within and across teams. 5 Managers can describe how they make sure people receive information, advice and guidance to help them plan and develop their career. 6 Managers can describe how they use coaching skills to help people achieve their potential. 7 Managers can describe how they act on feedback from all levels in the organisation to improve the way they lead, manage and develop people.	8 People can describe how their manager leads, manages and develops them in line with the organisation’s values. 9 People can describe how they work together and share knowledge within and across teams. 10 People can confirm that they receive information, advice and guidance to help them plan and develop their career. 11 People can describe how their managers use coaching skills to help them achieve their potential. 12 People can confirm that they are able to give constructive feedback to their manager, and believe it is well received and acted on. 13 People can confirm that they respect and trust their managers. 14 People can confirm that they have confidence in the leadership and management capabilities of top managers.
Level 4	1 Top managers can describe how they act as role models for inspirational leadership and have an open, honest and trusting management style. 2 Top managers can describe how they have made coaching part of the organisation’s culture.	3 Managers can describe how top managers inspire them to lead, manage and develop people effectively. 4 Managers can give examples of how they themselves act as inspirational leaders.	5 People can describe how managers inspire and motivate them to achieve their full potential.