The Investors in People Standard
Commitment
An Investor in People is fully committed to developing its people in order to achieve its aims and objectives
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Indicator |
Evidence |
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1 The organisation is committed to supporting the development of its people |
Top management can describe strategies that they have put in place to support the development of people in order to improve the organisation’s performance Managers can describe specific actions that they have taken and are currently taking to support the development of people People can confirm that the specific strategies and actions described by top management and managers take place People believe the organisation is genuinely committed to supporting their development |
What this means in practice
The main reason for developing people is to improve their performance so that they can help you achieve your aims and objectives.
This indicator tests how committed you are to developing your people.
To prove your commitment, and to meet the indicator, you need to show that you have put words into action. You need to show that all your managers actively support people's development rather than just pay lipservice. Your people nned to believe that management actively supports their development and that your commitment as an organisation is genuine.
You have to show that you are committed to supporting the development of everyone who contributes to your organisation achieving its objectives - whatever role they play.
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Indicator |
Evidence |
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2 People are encouraged to improve their own and other people’s performance |
People can give examples of how they have been encouraged to improve their own performance People can give examples of how they have been encouraged to improve other people’s performance |
What this means in practice
If you improve the way your people perform as individuals and as a team, you are more likely to achieve your aims and objectives.
This indicator tests the steps you have taken to create a way of doing things that encourages people to improve their own performance and other people's performance.
to meet it, your people need to say that you actively try to create a way of doing things that encourages better performance.
They also need to say that you encourage them to get the help, support, guidance and stimulation they need to improve both their own and other people's performance.
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Indicator |
Evidence |
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3 People believe their contribution to the organisation is recognised |
People can describe how their contribution to the organisation is recognised People believe that their contribution to the organisation is recognised People receive appropriate and constructive feedback on a timely and regular basis |
What this means in practice
Your success largely depends on the time, effort and ideas that your people put in to helping you achieve your aims and objectives. To make this kind of effort, people need to feel that what they do is appreciated.
This indicator tests how much you recognise and appreciate what your people add. Recognising people's contribution does not necessarily mean rewarding it financially. It could mean offering praise or positive feedback or holding it up as a good example.
To meet this indicator, your people need to believe that the role they play in your success as an organisation is noticed and appreciated. They need to describe what you do to recognise their individual efforts and how to give them useful feedback on their performance.
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Indicator |
Evidence |
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4 The organisation is committed to ensuring equality of opportunity in the development of its people |
Top management can describe strategies that they have put in place to ensure equality of opportunity in the development of people Managers can describe specific actions that they have taken and are currently taking to ensure equality of opportunity in the development of people People confirm that the specific strategies and actions described by top management and managers take place and recognise the needs of different groups People believe the organisation is genuinely committed to ensuring equality of opportunity in the development of people |
What this means in practice
Equality of opportunity is a basic principle of Investors in People, and a conrnerstone for all good businesses. But this indicator is not about policing equal opportunities. It is a test of your commitment to ensuring that everyone has equal opportunity to develop in line with your aims and objectives.
To meet this indicator, you need to put your strategies for ensuring equality of opportunity into practice. You need to show that you recognise the development needs of different groups of people, including those with non-traditional working patterns, and support them.
You managers need to show that they give everyone equality of opportunity to develop in line with your aims and objectives.
People need to believe that their managers give them this equality of opportunity to do so.