Strategies for Improvement

During the pandemic, GLL rethought its operations, introducing a new digital system for customers and multi-skilling staff to improve operational agility. They established a customer service centre and knowledge hub, transforming front-of-house staff into concierge staff who advocate for customers, provide digital support, and offer health guidance.

Leadership visibility increased, and engagement activities soared, with membership levels and participation reaching an all-time high in 2023. Transparent communication became a priority, with regular updates and personal connections fostering a strong psychological contract between staff and the organization.

GLL also focused on the core skills needed by managers and leaders, encapsulated in the 4Is of leadership: Improving, Inspiring, Including, and Imagination. As a Real Living Wage employer since 2022, GLL’s commitment to fair pay was evident in the increased satisfaction levels in their 2023 We invest in people assessment.

Benefits of IIP Accreditation

Achieving the Gold standard for We invest in people has provided numerous benefits for GLL.

Working with the IIP framework offers a benchmark for reviewing and improving people practices. GLL’s active community of IIP managers and champions helps maintain momentum for continuous improvement. The Gold standard requires local responsibility and daily practice of good principles, fostering ownership and accountability among managers.

Feedback from IIP assessments has guided GLL in focusing on key areas of improvement, leading to significant increases in survey scores. The IIP Gold accreditation also gives GLL a unique selling proposition and a competitive edge when pursuing new business opportunities.

GLL’s extensive Learning & Development (L&D) offer includes work experience, free qualification courses, apprenticeships, and talent schemes. With 177 apprentices across various levels, GLL leverages the apprenticeship levy to support workforce skills, earning recognition as a finalist for the UK Active Award Educator of the Year in 2023.

Embedding a Positive Culture with IIP

GLL’s long-term association with IIP, holding the award since 1996 and achieving We invest in people Silver in 2016 and 2019, set the stage for a cultural transformation. Integrating IIP principles into daily operations, rather than viewing them as an additional task, catalyzed this change. The dramatic improvement in survey scores and the positive reception of the We invest in people Gold announcement highlight the culture shift within GLL.

Building a community of skilled people champions and aligning good leadership with business success has strengthened GLL’s organizational culture. The IIP framework is now an integral part of GLL’s identity, fostering a sense of pride and achievement among employees.

“Gold standard means that we are independently acknowledged as a good employer – one that excels in creating an organisational culture that provides a clear vision for the future, values and develops our people and creates high degrees of trust”

Lorraine Patrinos, People Director, GLL

Recommendation for Prospective IIP Clients

For other organizations considering IIP accreditation, GLL’s journey offers valuable insights. The IIP framework supports better people management, continuous improvement, and alignment with organizational values. As an international and respected standard, IIP accreditation enhances credibility with partners and opens networks of like-minded organizations for sharing good practices.

“IIP has played a crucial role in GLL’s development in helping us drive our ambition of becoming the best social enterprise in the UK and laying the foundation for our goal of creating a 100-year company. For any organization looking to enhance its people practices and foster a positive, high-performing culture, partnering with Investors in People is a highly recommended step”

Peter Bundey, CEO, GLL

Practitioner Insights

Matthew Filbee, the Investors in People practitioner for GLL, praises their unwavering commitment to prioritizing its people, a practice that culminated in achieving the Investors in People Gold accreditation. He highlights the significant rise in engagement scores post-Covid, a testament to the leadership’s transparency and steadfast support during challenging times. This approach fostered a deep trust in leadership’s commitment to people-focused decisions.

Matthew also notes the beneficial effects of multiskilling staff, which has enriched job roles and increased employee enthusiasm. The organization’s diversity has visibly improved, enhancing ideas and connection with the community. Through constructive feedback and collaborative reviews, and support from Investors in People, GLL has been guided toward actionable improvements, fostering a comprehensive understanding and embrace of the Investors in People framework, strengthening GLL’s status as a model employer committed to its social purpose and community impact.

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Traditionally many people have seen the hospitality sector as a transient job rather than a career full of opportunities.

Coming out of the pandemic, there was a recruitment crisis throughout the UK and it led many hotel companies to fall down and fail on their service, as the highly-skilled and motivated workers simply weren’t there to employ.

Thankfully we recovered quicker than most, as our reputation as an employer of choice meant we were able to attract people, where others couldn’t so easily. 

A way around this issue, was through the work we did with the universities both before and during the pandemic, and this ensured that graduates wanted to join us and saw Red Carnation Hotels as an employer of choice. Our award-winning management programme then ensured we got through that really difficult period and a lot of the recruits we took on after the pandemic are still with us now.

The post The Red Carnation Hotel Collection: Our Story appeared first on Investors in People.

Focusing on our people has not only benefited individual employees, but also created a ripple effect throughout the business, leading to improved performance, innovation, and sustainability.

In today’s rapidly evolving business landscape, investing in people means equipping them with the skills and mindset to navigate change and uncertainty. Our focus on resilience training, change management initiatives and fostering a growth mindset has helped employees adapt more effectively to challenges and seize opportunities for growth.

With an on-going dedication to our employee’s skills development, we have seen our retention levels increase, our reputation across the sector grows in stature and by fostering a safe space for our team to share ideas and become leaders, we have seen the emergence of innovative solutions and approaches to business challenges.

By prioritising initiatives that promote a positive work environment (including flexible working, wellness programmes, cultural Fridays, charity programmes and recognition schemes), we have seen employee engagement increase, with our engaged employees now more motivated, productive, and committed to achieving personal and professional goals.

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Langley is a leading roofing company specialising in providing flat roofs to the housing, education, healthcare and commercial sectors. We provide flat roof solutions alongside innovative roofing and waterproofing solutions for the built environment that have a lasting, positive impact on people, places and our planet. We pride ourselves on having an innovative, ambitious, people-focussed approach to business.

Our journey with Investors In People

We first started working with Investors In People in 2013 and it’s fair to say that, back then, we didn’t fully understand how much of a benefit it would be. We were a much smaller business ten years ago; we didn’t have a business plan; we didn’t have a mission or a vision. But that initial assessment by Investors In People was significant in directing us onto the correct path. Through the years and with the commitment and hard work of our people we were delighted to get a Silver accreditation. We focused on solidifying our goals, defining our mission and identifying our core values.  Looking back on it now, it was getting those foundations right early on that was so crucial – they are what we’ve built everything else on since.

We’ve grown a lot from that first accreditation. The business is much bigger – our headcount alone has grown by more than one hundred. But we’ve also grown in other ways. We’ve done a lot of self-reflecting; focusing on our culture and sowing the seeds for future growth. It’s what got us to silver accreditation in 2020. We are, however, not a company to rest on our laurels and although we’re proud of what we’ve achieved we know we can do more, get better, think bigger – and go for gold in two years’ time. So, this year we spent time taking stock and making sure we have the right systems, procedures and policies in place. Next year, it’s going to be all about collaboration; getting the different business units working together to grow the business and achieve its goals and objectives.

How we’ve developed our people and culture

Our company’s core values are Safety, Purpose, Innovation, Responsibility and Expertise – or SPIRE as we like to call them – and they really are at the heart of everything we do. In the last few yearswe’ve created a number of committees which have grown out of these values and they help drive our strategies in sustainability, social value and health and wellbeing.  They’re all factors that primarily focus on our people first culture both internally and externally.

In terms of our rewards and recognition, we have our Colleague of the Month award where everybody can vote for the person they think has gone above and beyond. We’re due to have our internal award ceremony, recognising a wider range of achievements throughout the year. And we had a family fun day at Drayton Manor theme park, where we offered spare tickets to members of the local community who might otherwise not have been able to afford that kind of day out.

Helping the wider community is something we really believe in at Langley so we’ve also introduced a Social Value Policy which allows staff two working days per year to volunteer.  We’ve had colleagues transform the community gardens in the London Borough of Brent in London, others have supported dementia projects in Waltham Forest or provided first-aid training for  the members of the  local volunteer centre in Daventry, where our head office is based. More broadly, we also regularly support local foodbanks, women’s refuges and make charitable donations where we can. The feedback from staff who’ve used their volunteering days has been overwhelmingly positive. People have felt real pride in seeing the impact they have, not just inside Langley but outside of it too. And what we’re finding is that the more it’s happening, the more people are sharing how good it’s making them feel. It’s creating a culture of giving back which is lovely to see.

The benefit of working with Investors In People

Investors In People’s accreditation framework has supported us in setting a standard – it’s helped us create a vision for the company which we are on the path toward. It’s never been about ticking a box just so we can say we’re accredited. We are a company that likes to innovate, and so continuous improvement is really important to us and one of the biggest benefits of working with Investors In People has actually been our accreditor. He really challenges us, which, from a coaching perspective, is great. You might think you’re doing something right, but you’ve always got that assessor who will challenge and support and provide ideas for improvement. The reports themselves have also provided really valuable recommendations, which we’ve then taken away and looked at how to implement.

Our future with Investors In People

From the Board of Directors down, Langley is a people driven business, but we know there is always more we can do. So, our next big focus is learning and development – giving people career progression and development opportunities within the group so they can flourish. Similarly, with reward and recognition, we know we do well in this area, but we want to strengthen our offering.

Our next assessment is in two years’ time. We have a plan in place and feel confident getting our gold accreditation will be achievable within that timeframe. We’ll certainly be celebrating how far we’ve come when we do.

The post Langley and Investors In People: Our story appeared first on Investors in People.

The year is 2005. YouTube has just launched, Tony Christie and Peter Kay are about to spend seven weeks at number one, and after a 16-year hiatus, Dr Who is revived by the BBC.

Meanwhile, in Cornwall, St Petrocs – a small charity with a bold ambition to end homelessness within the county – is about to celebrate its 19th year. 

We have just four properties with 24 available bed spaces and one drop-in service available in Truro, as well as an outreach project and a rent deposit scheme. These services are delivered by a team of about 30 employees.

Recognised by Investors in People since 2005

In March of that year, we were proudly recognised as an ‘Investor in People’ employer for the first time. 

As Steve Ellis (Chief Executive) said of the award,

“We have a committed staff that delivers a range of services to an extremely vulnerable group of people in challenging circumstances. Through supporting and caring for our staff, we can operate effectively. It’s the high calibre of our staff that has made Investors in People happen for us.”

Operationally, much has changed in the 16 years since. Soon after receiving our accreditation, we took over the Breadline Centre in Penzance, expanding our drop-in services to cover the West of the county. In 2007, we began operating an emergency overnight shelter during the coldest months of the year – a life-saving service that has run every winter since.

Today, our accommodation services have grown sixfold – we now have 21 properties with 144 available bed spaces – and this year, we introduced our newest service, an EU funded project working to address root causes of homelessness by helping our residents take gainful steps towards employment.

An unwavering commitment to people and culture

Despite all this change, our commitment to improving the way we manage, develop, and lead our people remains unswerving, and we are truly overjoyed to have received the ‘Gold Award’ this year. This tremendous achievement underscores St Petrocs’ positive working culture, driven by strong core values, a clear purpose, and a motivated, competent, and committed staff group.

For us, the Investors in People accreditation has always been about continual improvement. With the encouragement and support of our assessor Carolyn, we have been able to take positive steps forward each year. In 2018, when we were awarded Silver for the first time, it was clear that our biggest opportunity to improve was finding ways to support change more effectively and create sustainable success.

Investors in People insights leads to development & growth in difficult times

St Petrocs has always been busy, and always will be – but rather than being led by or reacting to change (as was sometimes the case), we realised we needed to be more proactive, leading and managing the change through periods of intense development and growth. 

Of course, no one could have predicted the seismic changes that were about to be thrust upon us by a global health crisis. Still, armed with the insight from our work with Investors in People, the pandemic enabled accelerated development, creativity and innovation across all areas of the organisation.

By moving quickly in a competitive landscape, we successfully brought in over £500k of grant funding to ensure all our services could remain open. We also extended our opening hours and provided services seven days a week so that we could see everybody safely. 

And for the first time, we delivered our emergency winter shelter as a dispersed service, utilising local B&Bs and hotels. Despite so many individuals being pushed into homelessness by the impact of COVID-19, we were able to ensure that everyone we worked with had a safe place to stay and observe the lockdown.

The charity experiences over 25% growth

And in the midst of it all, against a national landscape of financial instability, with many businesses and charities downsizing or closing their doors altogether, we grew by over 25%. We now have more than 60 staff working together tirelessly to ensure we can provide the best quality of service possible to those individuals facing homelessness.

Over the last 20 months, we have perhaps seen more change than in our previous 20 years. Still, we have seen marked improvements across many areas of our assessment because of our strong culture, communication, teamwork, and leadership. Perhaps most tellingly, our highest-rated indicator is now ‘Creating Sustainable Success’. Over 95% of our people feel that we embrace change and have a clear and positive plan for the future.

Together, we celebrate this amazing recognition in the knowledge that we cannot rest on our laurels – there is still much work to do. Our ambition is to end homelessness in Cornwall, and our journey with Investors in People will undoubtedly play a role in our success.

With an action plan in place, we head into 2022. We might not know exactly what lies ahead, but, as our assessor, Carolyn said, “Whatever happens in the future, people are central.”

We couldn’t agree more.

Start investing in your people

Commitment to continuous improvement ensures our partners always improve work for their people. If you want to learn how to make work better for your staff, view our ‘We invest in people’ accreditation.

The post St Petrocs & Investors in People: Our Story appeared first on Investors in People.

Part of the Involvement group of companies, Invopak is a family-owned rigid packaging supplier headquartered in Manchester, UK. 

Invopak was founded by the father of the current owner Arjen Cooper-Rolfe, with whom the company has achieved clear sector leadership. 

More than 4,000 small to medium-sized businesses, representing the lifeblood of UK manufacturing, rely on Invopak to provide packaging for products such as resins, catering supplies, paints and fragrances. 

Invopak has taken customer service to previously unknown levels in its industry, all powered by team inclusion and innovation.

After the company achieved Gold ‘We invest in people’ status, we caught up with them to discuss why their accreditation is so important to them and the impact it’s had on the business.

Gold accreditation gives the company ‘depth’

‘Depth’ is what our Gold accreditation means to us. Gaining this prestigious accreditation demonstrates that what we say to customers about our service levels is not skin-deep. 

We exist to supply containers to companies and consumers, but we are a people business. We’ve won many top awards for continuous improvement, digital transformation and employee inclusion, culminating in being the current Employer of the Year in the Lloyds Bank National Business Awards. 

But IIP accreditation proves beyond doubt that it’s not what you say about yourself that matters in the end. It’s what you do – in every small corner of your organisation.

Radical transformation leads to people success

Over the past decade, we have radically transformed from an inward-looking, very traditional, half-century-old family concern in the Midlands into the pre-eminent business of its kind, continually pushing our sector forward. 

Our owner Arjen Cooper-Rolfe says, ‘we’ve transformed this business by recognising that it’s not about the product, it’s about the people’. The entire team is on a mission to develop groundbreaking ways of working, striving to improve the way the company does things by one per cent every day. 

We have embraced a common purpose and set of values to drive a ‘culture of performance’. 

We ensure that our Values aren’t just a poster on the wall through our infamous Values Handbook. Everyone carries with them the latest copy of their Values Handbook, now in its seventh edition and described as ‘important as your contract of employment’.

Thanking IIP & practitioner Susan Long for deep dive into business internals

You get a proper deep-dive into the internals of your business with IIP – right into those baked-on little sticky bits which might otherwise be overlooked. 

Here, we’d like to shout out to our IIP assessor Susan Long: She was assigned to us because she has decades of experience in a similar industry and proved the value of high-quality external thinking. 

The process revealed some new pathways for us, but just as importantly, it confirmed where we are already doing the right things. In business, you always crave confirmation that you are heading in the right direction, and with IIP, you can be sure it’s real because it’s all about the depth and the detail.

IIP accreditation shows that people trust the company’s leaders

IIP has helped us up that final tricky bit to a level where we now know for sure that our people trust and like the leaders in the business and are confident and excited about our future growth. 

The process has confirmed that the team fully supports the business values at the heart of Invopak and is fully engaged and involved in improving their performance and the company’s performance. 

They feel valued, appreciated, and motivated to do their best and enjoy our strong commitment to their health and well-being.

Being one of the best team-driven businesses in the world

Invopak is part of the Involvement group of companies, which tries to be one of the best team-driven businesses around the globe. 

Involvement carries the original Invopak spirit into a range of companies, including supplying containers to businesses of all shapes and sizes, and now consumers too with OiPPS. 

New additions include Invo Fulfilment, providing warehousing and delivery of palletised products, and outsourced IT company Invo Technology.

Assess your organisation against our ‘We invest in people’ framework

One of our experienced practitioners will use our framework to assess your people management strategy and generate a report that determines whether you’re Standard, Silver, Gold or Platinum. 

Your accreditation will last for three years, and we’ll work with you to create action plans that will make your business even better!

Learn more about the We invest in people accreditation

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We have plenty of companies that have been with us since the early days of investors in People, and we love the fact that they’ve trusted us for so long.

However, making work better for everyone can’t be confined to a few companies. It’s a message that we intend to spread all over the world.

We’re always looking to convince more companies to commit to improving their people management and wellbeing strategies.

Joining us on this journey is JET Education Services, which won the Best Newcomer at the Investors in People Awards 2018.

The Best Newcomer category is for businesses that have been part of the Investors in People Community for less than three years, embracing the framework and using it as a catalyst to improve work for their employees.

It’s a special recognition of their commitment and ambition.

And in line with our birthday celebrations and final theme of ambition, we spoke to James Keevy about how Investors in People has helped them achieve their goals and objectives.

Let’s rewind to a time when you weren’t part of the Investors in People community. What made you consider us in the first place?

As an NGO (non-governmental organisation) in South Africa, JET was impacted by several internal changes, and in 2016, strongly influenced by external factors outside of our control.

The South African economy was depressed, and the traditional NGO model was proving unsustainable. 

We had to transition as a company to become more agile and responsive to clients’ needs, and to do this, we first had to look at our internal culture. 

IiP was the instrument we chose for the culture change journey, and we have never looked back.

Why did you choose Investors in People over any other company?

IiP had a presence in South Africa, notably during the early years of democracy after 1994. 

As some of our leaders, including myself, had experienced the value of IiP first-hand, this was our logical choice. 

The presence of a trusted and longstanding friend to JET, through Mariam Sha, the former South African lead for IiP, sealed the deal for us.

What immediate impact did Investors in People have, and what long-term impact did it have?

In the early years of IiP at JET, there was some scepticism from staff and the management team, but this changed into buy-in as the culture shift became more evident over the years. 

At the end of the day, IiP played a “back office” role – for us, it was not about IiP itself but rather about what we achieved through IiP. 

We now have a vibrant organisational culture that is respectful of all views, and that has re-energised our team to be more the activists needed in present-day South Africa.

Is there anyone you’d like to mention from IIP who has gone above and beyond for you?

Mariam Sha, without a doubt. Mariam guided us gently but confidently through difficult times and was always available and willing to support us whenever we called on her.

Is there anyone from your organisation that has grown since you joined IIP? (Or maybe it’s everyone!)

Many people have grown, notably our younger staff. Again, this is about the organisational culture and not directly as a result of IiP, but of course, IiP was the vehicle that helped us get to where we are today.

How do you see Investors in People helping you achieve your short and long-term goals in the future?

Working life during and after Covid-19 is a very tricky balancing act. At this stage, we are drawing on IiP to help us focus more on wellness in a proactive and planned manner. 

Our team works far too hard, and staff remain dedicated to what they do. This requires a strong counterbalance of reward and recognition. IiP has shown us what needs to be done.

What’s the key highlight of your time with Investors in People?

While the 2018 reward was a great external acknowledgement of our progress as an organisation, the main goal of a more suitable and dynamic organisational culture was always the main prize. 

I think we have reached a significant milestone, but this is not the time to say that we have arrived. We live in a changing and increasingly digital world.

Maintaining and growing JET will require partners during this new evolving future, and IiP is undoubtedly our first choice.

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We are extremely passionate about our culture and put people at the heart of everything we do. Receiving the IiP Platinum accreditation is such an essential part of our long-term plans to achieve that success. 

Culture is our strategy, and while technology will change, this is not a digital transformation but a people one.

The stand out moment in our journey

Receiving IiP Platinum status in September 2020 was a standout moment. The country remained in lockdown, and colleagues had worked tirelessly through the pandemic, which truly tested what we had. 

We are all immensely proud of this milestone which came at a critical time when the organisation needed to pivot but continue to provide transparent data. 

Success rested on our infrastructure and aspiring for Companies House to be the best it can be. Colleagues stepped up and broadened capabilities in ways that exceeded expectations and showed the high levels of integrity placed on living our values. 

Through creative thinking, adaptable behaviour, bold ideas, and curious questioning, they enabled the business to push forward, adapt, and for our data to be accessed more than 6 billion times within the last year, driving confidence into the UK economy.

IIP giving Companies House the foundations for success

Working with IiP for 22 years has given us an essential framework to build upon as we worked towards our Platinum status. 

Accreditation has given recognition and assurance that our people truly know that they are at the heart of everything we do, but it also inspired and motivated the hard work which lies ahead. 

New colleagues joining Companies House can feel assured in our commitment to working in partnership to create a safe and positive environment. In return, all colleagues bring their whole selves to work, drive our high performance and flourish.

Working with IIP to recognise and establish our identity

Working with IiP has been an essential part of recognising and establishing an identity in which we can evidence that our people are the unique force that binds us together and sets us apart from other organisations. 

We cherish the very best of our long-standing culture balanced with new ways of working and expect our people not just to embrace the change but to be the change.

Embracing change with colleague led networks

A colleague led change movement has established its position as the true experts who take accountability, challenge with confidence, have the freedom to try new things and be supported through inevitable failures along the way.

Acting on ideas and supporting the delivery of passion projects has been the basis on which our 23 colleagues led Networks evolved. These networks support, educate and drive change. 

With over 40% colleague participation, this inclusive, trusting environment enables people voice, engagement, connection, and influence in the things that matter. 10 networks are dedicated to diversity, with FACE (Faith, Allyship, Culture & Ethnicity) and Working Families Network created in last 12 months.

Positive people survey results 

Our People Survey results support this outlook, with 86% of colleagues feeling that Companies House is inclusive and fair and 91% understanding our objectives and purpose. 

IiP will continue to play a significant part in our continued development. We will work in our professions and lend capability within the organisation and government to harness new skills and shared knowledge. 

Our culture will continue to thrive. We will future proof our positive environment and organisation as one of openness and trust in which colleagues will succeed professionally and personally.

From our organisation to yours, Happy 30^th Birthday Investors in People! We look forward to many more years of collaboration to make great things happen.

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Rendall & Rittner is a market-leading managing agent with a growing residential portfolio that currently features 80,000 units across the country. 

Employing 500 members of Head Office staff and 1,500 on-site staff, investing in people is essential for our success as we have taken a people-centred approach to property management. Being accredited by Investors in People provides us with external confirmation that we are achieving this goal.

Developing people management practices with IIP since 2006

After first achieving Investors in People accreditation in 2006, we have continued to develop our people management practices to pursue excellence. In 2018, we were delighted to receive our first Platinum standard and are thrilled to have matched this achievement more recently in 2021.  

At Rendall & Rittner, we aim to continuously improve and work towards our goals of being a lead employer in the industry, offering value-added services and delivering high levels of customer care to residents across our developments.

IIP helps Rendall & Rittner show true dedication to their employees

Going through the IIP accreditation process is an incredibly valuable experience for our company as it helps us demonstrate that we invest in all of our employees. Our Assessor, Andy Moreland, is excellent at challenging our thinking, which helps us see how we might improve how we do things. 

Andy has been supportive throughout our past two ‘We Invest in People’ accreditations. We are excited to be working with him on the ‘We Invest in Wellbeing’ programme as we strive to enhance our well-being strategies and activities to further develop and support our employees.

IIP will always be relevant when attracting customers and talent

The work of Investors in People will always be relevant to Rendall & Rittner because we are continuously striving to enhance and develop our people practices. To be the best that we can be, we need to recruit, retain and develop the best people in the industry. 

We believe that our platinum accreditation helps Rendall & Rittner attract new talent, as well as new customers and clients. Furthermore, by sharing knowledge and best practices with other organisations, we can learn about new and innovative ways of working that we can then introduce in our practices.

Investors in People has affirmed our ambition of being an employer of choice. Having achieved the Platinum accreditation twice now, we are confident that IIP will continue to support Rendall & Rittner as we build upon our people processes to retain our accreditation in the future. 

IIP Community Circles Programme offers incredible value

We have been involved in the IIP Community Circles Programme, which we want to see continue moving forward. Earlier this year, our HR Director, Catherine Orezzi, was invited to be a guest speaker to discuss how Rendall & Rittner have adapted to agile working and have continued to engage with employees in a virtual world. 

The IIP Community Circles Programme is a great way to get an insight into what other employers are doing to consider how we might incorporate elements into our practices.

Visit our accreditations page and see how Investors in People can help you.

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