Investors in People
"The Investors in People Standard recognises that we are a quality organisation, which is committed to effective investment in all of our people to achieve our business goals"
A Brief History of the Standard
The Investors in People Standard was developed in 1990 in the United Kingdom, with the help of leading organisations there. The intention was to create a quality standard that would set a level of good practice for improving an organisations performance through its people. It was adopted throughout the UK public service and taken up by many private sector organisations.
In 1995 Investors in People began pilots in Australia with the support of the Commonwealth Department of Employment, Education and Training. The Australian Institute of Management (AIM) helped the pilot group achieve recognition and developed the Standard for Australia. The Standard was re-issued in 1997 with minor changes to improve clarity and consistency of interpretation
In 1997 and 1998 this Department went through the accreditation process. The process led to the formal award in 1999 of the Investors in People Standard, after examination of our people management practices by an expert panel. We were proud to be the first Commonwealth Department to achieve accreditation. Since that time, independent consultants have conducted annual surveillance visits, reviewing our systems and interviewing a small cross section of staff. These visits have concentrated on ensuring we are continuing to invest effectively in our people.
The Department has participated in annual surveillance audits to re-confirm our commitment to the standard. The last audit was conducted in October 2006 with the Department again successful at gaining re-accreditation.
Investors in People Principles
The guiding principles and performance indicators for Investors in People are set out below.
Principle Number 1: Developing strategies to improve the performance of the organisation
The Department is fully committed to developing its people in order to achieve its aims and objectives.
To meet the Standard, the Department must be able to demonstrate that:
- A strategy for improving the performance of the organisation is clearly defined and understood.
- Learning and development is planned to achieve the organisations objectives.
- Strategies for managing people are designed to promote equality of opportunity in the development of the organisations people.
- The capabilities managers need to lead, manage and develops people effectively are clearly defined and understood.
Principle Number 2: Taking action to improve the performance of the organisation
The Department is clear about its aims and objectives and what people need to do to achieve them.
To meet the Standard, we need to be able to demonstrate that:
- Managers are effective In leading, managing and developing people.
- People's contribution to the organisation is recognised and valued.
- People are encouraged to take ownership and responsibility by being involved in decision-making.
- People learn and develop effectively.
Principle Number 3: Evaluating the impact on the performance of the organisation
The Department develops people effectively in order to improve its performance.
To meet the standard, we need to be able to demonstrate that:
- Investment in people improves the performance of the organisation
- Improvements are continually made to the way people are managed and developed
