IIP Recommendations

IIP Recommendations

1. 2. VALUES AND BEHAVIOURS INDICATOR

   • Informing - Involving - Inspiring
   • No consistent understanding of how values should be applied or how people are expected to behave
   • Make sure that people understand what the values are and how they should be applied at a practical level in their day to day work
   • Identify ways of actively encouraging people to demonstrate the values in how they behave.

2. 4. MANAGING PERFORMANCE INDICATOR

   • Ensure that people are more regularly and formally reviewed against objectives
   • Ensure that people’s behaviours are assessed against the values so that they understand how they can make changes to how they behave to better support the achievement of organisational objectives
   • Ensure there are clear assessment criteria for measuring values based behaviours and that assessment of values based behaviours becomes part of the performance management process. This will help people to make improvements to how they reflect the values and this in turn will drive performance improvements

3. 1. LEADING AND INSPIRING INDICATOR

   • Improve people’s understanding of key messages around the organisation’s goals and objectives and how these will be achieved through more effective communication
   • Ensure that line managers have greater clarity around what is expected of them in terms of how they lead, manage and develop their team and that they get regular feedback about how well they are meeting these expectations
   • Ensure that people are clear about what they should expect from their line manager and that they have formal opportunities for providing feedback on how they are managed and developed
   • Ensure that all line managers are seen to be passionate about delivering organisational objectives and they understand how to motivate people to deliver against them
     • Develop the leadership and management capabilities of managers so that they are more effective and people have more confidence in them

4. 3. EMPOWERING AND INVOLVING PEOPLE INDICATOR

   • Look at how to create additional opportunities for people to take the lead and develop their leadership skills as this will increase their effectiveness and add value to the organisation
   • Provide greater opportunities for people to be involved in organisational level decision making. This will create a greater sense of ownership of achieving goals and objectives
   • Ensure that managers fully understand people’s information needs and that these needs are consistently met. This is also about ensuring that line managers provide clear and consistent messages

5. 5. RECOGNISING AND REWARDING HIGH PERFORMANCE INDICATOR

   • Carry out a consultation with staff that focuses on how they would like to be rewarded and recognised in a low cost/no cost way, what would make them feel more appreciated for the work they do and what would motivate them to be higher performing. Once this consultation has taken place a formal strategy can be developed that takes this feedback into account
   • Ensure there is more consistent recognition of team successes and achievement
   • Ensure that people are recognised for their behaviours as well as their performance. This can be achieved in a number of ways including through performance management, staff awards and informal recognition mechanisms

6. 6. STRUCTURING WORK INDICATOR

   • Build opportunities for development and growth into roles. This will give people greater opportunities for progression. This should have a positive impact on retention
   • Ensure that when policies and practices are updated they speed up decision making and increase individual ownership
   • Ensure that people are able to develop formal and informal networks to maximise collaboration and evaluate the impact that this collaboration has on the achievement of organisational goals with a view to developing opportunities for collaboration further

7. 7. BUILDING CAPACITY INDICATOR

   • Ensure that line managers understand people’s potential and are more proactive in providing them with opportunities to achieve their potential
   • Ensure that line managers discuss with people what they have learnt from development activities and what if any support they need to implement what they have learnt.
   • Ensure that there is a structured approach to resource planning and management so that people are proactively trained and developed so they have the skills and capabilities to perform to their potential and achieve the organisation’s objectives. This means that managers need to understand the skills and capabilities the organisation needs for it to achieve its objectives and understand how these needs can be met
   • Use flexible and innovative ways of developing people
   • Ensure that all managers evaluate the impact that learning and development has on people’s progression to ensure that people are continuously moving forward
   • Develop a formal succession planning strategy for critical roles and to ensure career progression. This will help people to understand how they can progress and will alleviate the fears that some people have that they have no scope to progress
   • Drive a culture whereby people consistently take ownership for their own learning and development to support the organisation’s objectives
   • Ensure there is a structured approach to identifying the skills and capabilities people will need to secure the organisation’s future success and that there are formal plans in place to ensure these are met

8. 8. DELIVERING CONTINUOUS IMPROVEMENT INDICATOR

   • Ensure there is a more consistent and effective approach to encouraging people to try new approaches and learn from their efforts and mistakes
   • Ensure managers look beyond CIWEM to bring in knowledge that leads to improvement in the organisation
   • Ensure managers actively support people to take reasonable risks. This is about them actively encouraging and enabling the implementation of innovative ideas
   • Develop a more innovative culture in the organisation whereby people regularly volunteer new and innovative ideas. This will increase people’s feelings of engagement with CIWEM and will help the organisation to achieve its objectives in the optimum time

9. 9. CREATING SUSTAINABLE SKILLS INDICATOR

   • Ensure that people receive feedback about the success, failures and impact of change
   • Discuss with people what they think would make CIWEM a great, rather than a good place to work and consider if there are any suggestions that come out of this that can be implemented. This will strengthen people’s feelings of engagement
   • In tandem with trying to create a more innovative organisation that is more focused on continuous improvement, managers need to drive a stronger culture of change. This must take into account the importance of ensuring that changes are only implemented at a pace that supports the stable development and growth of the organisation
   • Develop a culture of change where mistakes are accepted as opportunities for learning and improvement and people feel that change is “business as usual
   • Develop and implement a strategy around how it can maximise the impact it has on the communities and markets it serves and evaluate the impact that it has with a view to making further improvements