Investors In People Research Articles

Human Resource Management at Russian Companies — Leaders of the Global Economy

One of the main sources of competitiveness on the modern economy are the intangible assets of companies. In the structure of the intellectual capital assigned to human resources and human capital, the knowledge, skills, creativity, and employees’ motivation play a special role. The quality of human resources affects the value of the company and human resource management practices, which in turn affect the quality of its human resources.The article focuses on a resource-based view of the firm and human capital theory as fundamental perspectives, linking human resources to achieving a sustainable competitive advantage for the company.The empirical study tested the assumption that Russian companies, the leaders on the world economy, implement management strategies and practices that facilitate the efficient use of human resources in order to achieve one’s main goals, which distinguishes them from companies that have not reached a level of international competitiveness. The main tool for research is a questionnaire - the standard “Investors in People” survey - that is used to assess the effectiveness of policies and practices of the management and development of human resources at companies. The survey involved representatives in executive management positions at 41 public Russian companies; 14 of the surveyed companies were included on the Forbes Global 2000 (2014) and possessed the traits of competitiveness.The results showed that at companies with competitive features, there is a pronounced tendency for the greater involvement of employees in the process of goal-setting and decision-making. There were also some differences in the practice of management personnel between companies with and without indicators of competitiveness. In general, the assumption that Russian companies have reached a level of leadership at a global level, using more effective policies and management practices, and the development of human resources to achieve its goals, as a result of the study, is confirmed.

67 Investors in People and Business Excellence in the United Arab Emirates Part 2: From BE to IIP — a Case Study

67 Investors in People and Business Excellence in the United Arab Emirates Part 2: From BE to IIP — a Case Study

Does Investors in People affect organisational performance: a relevant question?

Purpose – Ever since the introduction of Investors in People (IiP), a management framework for high performance invented by the UK Government aimed at improving the UK’s industrial performance, there has been indistinctness about whether IiP actually improved organisational performance. The academic literature gives conflicting evidence and almost 25 years after the first exposure to IiP this issue has not been settled yet. The paper aims to discuss these issues. Design/methodology/approach – In this paper the literature on the effects of IiP on organisational performance is collected and discussed, to try to give a definitive answer on the question what the effect of IiP is or should be. Findings – After reviewing the evidence, the paper raises the question whether asking the question if IiP increases organisational performance is actually a relevant one. This is because IiP was originally intended to be the standard against which organisation could be evaluated and subsequently rewarded for excellent human resource management (HRM) practices. In the core this means that IiP consist of a set of by experts agreed upon indicators related to HRM practices which together form the yardstick against which organisations are measured. Originality/value – This paper is the first one to actually create clarity of what the IiP standard actually is and how it should be perceived and applied by organisations and academics alike.

Signs and wonders

Purpose– This paper aims to examine and assess the reputational impact of the logo and symbols of the UK Standard Investors in People (IiP). The extant literature highlights differing opinions in terms of the likely benefits that IiP generates following achievement of the Standard. This paper focuses specifically on the perceptions of reputational claims made regarding existing employees, potential employees and customers.Design/methodology/approach– The debate is explored through 38 interviews using the perceptions of managers and frontline employees within six IiP-accredited firms and one non-accredited firm.Findings– The study indicates that the logo and symbols of the Standard have minimal meaning and significance for the interviewees and their outlook on potential employees and customers. There were some indications, however, that the wider reputational implications of carrying the logo may have some potentially beneficial effects.Originality/value– The paper concludes that the overarching findings present a potentially serious issue for IiP, and that there is a need to understand further the impact and value of the logo and symbols.

VocaLink wins gold for outstanding people practices

Purpose – This paper aims to observe that strong policies on employee engagement helped the UK and international payment-systems provider VocaLink to introduce organizational change smoothly and win Investors in People (IiP) gold for its human resource (HR) practices. Design/methodology/approach – This paper describes the company’s HR policies and the advantages they bring. Findings – The authors explain that to achieve Investors in People gold, the company should exceed the benchmark for a number of assessment categories including: business and people strategies, leadership and management strategies and effectiveness, involvement and empowerment, reward strategies, performance measurement and continuous improvement. Practical implications – It is revealed that the company has strong induction programs, listens to feedback and puts a lot of energy into ensuring that leadership across the business is organized in a way that both deliver the corporate message and develop teams. Social implications – This paper contends that by offering a great place to work where people can grow and develop, VocaLink can recruit and retain great staff. Originality/value – This paper describes an organization where people are enthusiastic about the potential of the business and the opportunity it offers to further improve processes and relationships.

Exploring the impact of Investors in People

Purpose– Investors in People (IiP) is a UK government-backed scheme aimed at enabling organizations to develop their training and development cultures and, thereby, their competitiveness. The purpose of this paper is to examine the perceptions and understandings of individuals in six organizations undergoing IiP to explore recent claims within the literature concerning the Standard's impact on training and development, and job satisfaction.Design/methodology/approach– Data from 35 semi-structured interviews among managers and employees of six diverse organizations were gathered and analysed.Findings– The paper identifies three key findings in response to recent literature: first, the findings do not support a causal relationship between IiP and training and development; second, the findings do not support a causal relationship between IiP and job satisfaction; third, and to support the other findings, the results indicate little employee awareness of IiP.Practical implications– If IiP – UKCES are to realize the potential of their Standard, it needs to find a way to ensure it has a direct and positive impact on skill development.Originality/value– While much of the previous research has identified associations between IiP and various outcomes, this paper seeks to identify the extent to which these associations can be considered to be causal.

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

This paper explores the extent to which the adoption of high performance work practices (HPWPs) in UK small businesses with less than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

The performance of Taiwan's training quality excellence system

The Taiwanese government has, based on the concept of the UK's Investors in People, and the ISO10015, drawn up the so-called Taiwan Training Quality System (TTQS), a training process including planning, designing, doing, and reviewing an outcome. This process is designed to ensure the reliability and validity of the system for the business training process. Also provided are methods for the implementation of self-assessment and improvement of the quality of the training system for enterprises and organisations. The aim of this study is to examine the criterion weights for The TTQS Excellence Model. With reference to the European Foundation for Quality Management (EFQM), our study divides the TTQS into two important parts: Enablers and Results. We utilise observations from 2053 enterprises which participated in the TTQS assessment in 2011. The TTQS score for each construct is turned into an EFQM Excellence Model to determine the weighted distribution for each construct. Our study compares the performance of businesses that have been awarded prizes from the government (as a benchmark) with that of non-benchmark enterprises. The results show that Taiwanese enterprises are not at all in alignment with the TTQS benchmarking business weights.

Training and development earn Investors in People for Housing 21

PurposeThe aim of this paper is to describe the policies – particularly in the areas of training and employee development – which have helped Housing 21 to achieve Investors in People.Design/methodology/approachThe paper details the background to the policies at the UK provider of care, health and housing services for older people, the form these policies take and the results they have achieved.FindingsThe paper explains how the training – delivered through Housing 21's in‐house team – covers inductions, sponsorship through professional‐qualification routes and ongoing development. Apprenticeships play a particularly important role.Practical implicationsThe paper advances the view that organizations which adopt a comprehensive approach to people development perform better than those that do not, indicated by higher gross profits per employee, higher profit margins and higher productivity. Companies that have achieved the Investors in People standard also have higher levels of trust, co‐operation and commitment than their competitors.Social implicationsThe paper reveals that Housing 21's seven values of caring, individuality, empowering, integrity, improving, investing and ambition are well known by staff, who are able to describe how they use them to underpin the way they deliver services to customers.Originality/valueThe paper gives the inside story of how a 7,500‐employee organization achieved Investors in People.

Investors in people: a case study of the mathematics department of Merton College, Uk

The Investors in People study of the Mathematics Department of Merton College was undertaken in November 2008 to determine the extent to which the Mathematics Department met the indicators of the new Standard introduced by Investors in People UK in 2005 in the face of the changes that were being implemented in the whole college. The study involved 14 out of the 23 staff in the department. The main instruments used were structured interview schedules, albeit relevant documents were also examined. The key finding was that generally, managers were able to demonstrate an understanding of how to count the costs and benefits of learning and development, and the latter's impact on the performance of individuals in the mathematics Department. It was recommended that the Policy Team of the college should develop an Action Plan to address some of the key issues identified in the study.

Workplace self-selection into Investors in People

This article estimates the effect of the Investors in People Standard on training while controlling for self-selection. Our results show that high-training workplaces self-select into Investors in People and question the value of the Standard for promoting training.

Outcome 14: supporting workers

Nursing and Residential CareVol. 14, No. 8 Management SeriesOutcome 14: supporting workersTracy Wharvell, Jan SheldonTracy WharvellSearch for more papers by this author, Jan SheldonSearch for more papers by this authorTracy Wharvell; Jan SheldonPublished Online:16 Aug 2013https://doi.org/10.12968/nrec.2012.14.8.418AboutSectionsView articleView Full TextPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsPermissions ShareShare onFacebookTwitterLinked InEmail View article References Investors in People (2012) What we do. http://www.investorsinpeople.co.uk/Facts/Pages/de-fault.aspx (accessed 15 June 2012) Google ScholarLearn Direct (2012) Lear direct. http://www.learndi-rect.co.uk/ (accessed 15 June 2012) Google ScholarNational Skills Academy Social Care (2012) Becoming a recognised provider http://www.nsasocialcare.co.uk/endorsement/ (accessed 15 June 2012) Google ScholarSocial Care Institute for Excellence (2012a) SCIE's elearning resources www.scie.org.uk/publica-tions/elearning (accessed 13 June 2012) Google ScholarSocial Care Institute for Excellence (2012b) SCIE's elearning resources www.scie.org.uk/publica-tions/learningorgs/key/index.asp (accessed 13 June 2012) Google ScholarSkills for Care (2011) Sign up for recruitment and retention road shows. http://bit.ly/MrpJKW (accessed 13 June 2012) Google ScholarSkills for Care (2012a) Common induction standards. www.skillsforcare.org.uk/cis/ (accessed 13 June 2012) Google ScholarSkills for Care (2012b) Funding. www.skillsforcare.org.uk/funding (accessed 13 June 2012) Google ScholarSkills for Care (2012c) Developing skills. http://bit.ly/crrYSK (accessed 15 June 2012) Google ScholarSkills Funding Agency (2012) Are you looking for training? http://skillsfundingagency.bis.gov.uk/training/ (accessed 13 June 2012) Google Scholar FiguresReferencesRelatedDetails 1 August 2012Volume 14Issue 8ISSN (print): 1465-9301ISSN (online): 2052-2932 Metrics History Published online 16 August 2013 Published in print 1 August 2012 Information© MA Healthcare LimitedPDF download

Cleankill shines as Investor in People

PurposeDescribes the human‐resource management policies that helped UK pest‐control company Cleankill to win an Investors in People bronze award.Design/methodology/approachExplains the importance of knowledge sharing, training, empowerment and good internal communications at Cleankill.FindingsReveals that staff benefit from directors being able to continually see any problems that they may be having with certain customers, and always having an understanding of their jobs. Staff appreciate the flexibility they have in their work and know that if they are falling behind their contract schedule the management team will help.Practical implicationsHighlights how the company benefits from the training it provides for its employees.Social implicationsShows how enlightened human‐resource management practices can contribute to organizational success, which can benefit society as a whole.Originality/valueGives the inside story of how a company won an Investors in People award.

Quality Assurance, Part 2: Investors In People

Quality Assurance, Part 2: Investors In People

Who or what is Lantra?

ABSTRACT:Lantra is a UK-wide skills organisation that supports individuals and businesses working in veterinary activities and other land-based industries. In its role as a Sector Skills Council, Lantra liaises with industry professionals to help develop National Occupational Standards, construct apprenticeship frameworks and support the industry with research.Tasked with supporting industry through skills and business development, Lantra has developed – and delivers – a range of business solution tools, designed to help veterinary practices such Investors in People.

Total Immersion training transforms IAS

PurposeDescribes an award‐winning training program that helped UK business‐to‐business marketing agency IAS to harness the power of social media.Design/methodology/approachExplains the reasons for the training, the form it took and the benefits it has brought.FindingsDetails how digital revenues increased by 400 percent and net profits held at 11 percent of revenue. The company won 23 pitches out of 28, gained 19 industry awards, became an Investor in People and was among the Crains Manchester Business Best Places to Work in 2009.Practical implicationsReveals a sharp rise in staff confidence, togetherness, sense of belonging and competence, with staff turnover at one fifth of the national average.Social implicationsHighlights the importance of keeping abreast of the latest developments in digital technology.Originality/valueReveals how, in a recession, with clients spending on average 20 percent less, IAS increased its revenue by £1m by winning new business at an unprecedented rate.

Golden jobs under the McDonald's arches

PurposeExplains that McDonald's UK has become one of the first organizations to earn the new Investors in People (IIP) gold award.Design/methodology/approachConcentrates on the results of an employee survey carried out in the context of the IIP assessment.FindingsReveals that almost 80 percent of people who work at McDonald's UK feel proud to work for the company. Highlights other areas in which the company scored particularly strongly.Practical implicationsDetails the requirements of the new gold, silver and bronze awards from IIP.Social implicationsHighlights the risks of relying on stereotypes, which present the “McJob” as unstimulating, poorly paid and with few prospects.Originality/valueOffers useful information for organizations contemplating aiming for the IIP gold award.

Investing in your people works – can 40,000 organisations be wrong?

PurposeThe purpose of this paper is to present an outline of research, and provide a range of ideas and strategies that an organisation can adopt to improve its performance, in both financial and non‐financial measures.Design/methodology/approachA Cranfield University research paper used the Investors in People (IIP) quality standard to link the engagement of people to the development of high‐performance organisationsFindingsThe research shows that by implementing commitment based HR strategies creates long‐term and quality engagement of employees. Furthermore, such strategies impact positively on financial as well as non‐financial performance of organisations.Research limitations/implicationsThe Standard has been the subject of research since its inception. Much of the previous research found that the IIP Standard has a positive impact on business performance although the conclusions were not unanimous. In addition, the Standard is reviewed and revised every three to five years, so past findings cannot always be related to the current StandardPractical implicationsA total of 40,000 organisations use the Investors in People standard because it: is a useful framework for organisations undergoing significant or a rapid change and it is business improvement focused – whatever the business priorities.Originality/valueThe paper focuses on business improvement research and practice.

Evaluation of training and development: an opportunity for a systems review?

Following Investors in People (IiP) assessment a membership organization wanted to understand how evaluation of learning and development (L&D) activities for 800 UK staff could be improved and aligned with business objectives. We carried out focus groups, interviews with key stakeholders and a series of trio interviews with people who had recently undertaken L&D along with their manager and a peer. Analyses confirmed the need for knowledge sharing and quantification of behavioural and cognitive changes linked to current systems. These themes were explored by using the TOTADO model of evaluation (Birdi, 2006) to ensure future evaluation would be a marriage of theory and practice. We created an evaluation model that interacted with human resource systems as well as shaping future L&D activities. This was supported by a set of tools utilising the organization‟s IT platform. Use of the model encourages role innovation and reflection in the workplace based on knowledge sharing. We delivered the model earlier this year and advised the roll-out across the UK. Immediate results were IiP accreditation along with increased conversations about performance and the use of innovative approaches to learning. It is too early to measure financial or membership benefits for the organization but these are expected to occur after full implementation.

Hands‐on approach helps Munters MCS to shine when the rain pours

PurposeThis paper aims to highlight the factors that have helped property damage‐prevention and restoration specialist Munters MCS to retain Investor in People (IiP) certification on three consecutive occasions, and make back‐to‐back appearances on the list of Sunday Times 100 Best Companies to Work For.Design/methodology/approachThe paper concentrates on the importance of good communication, effective learning and development and employment packages and social events.FindingsThe paper describes how the identification of development needs through competency‐based job profiles and appraisal systems has led to a distinctive training approach – a Munters Academy, which is an internet‐based training scheme whose electronic competency‐based courses lead to certificates in professional management in eight disciplines.Practical implicationsThe paper reveals that Munters MCS has a strong record for promoting from within. Of the 320 staff currently employed in the UK, 120 have received a formal promotion. A number of existing employees have been internally promoted to managerial positions, retaining knowledge within the business and saving job‐vacancy advertising costs. Munters also boasts one of the lowest staff‐turnover rates in the industry.Originality/valueThe paper highlights the close links between employee and customer satisfaction.