Investors in People

When the perks don’t work: The true value of investing in a culture of wellbeing

Investors in People — Wed, 04 Sep 2024 13:09:40 +0000

For an organisation to thrive, the people it employs need to be thriving too. There is a growing body of evidence that links healthy organisational performance with having a healthy workforce. However, research of employees and HR decision-makers conducted for Investors in People by YouGov finds that when it comes to investing in employee wellbeing, employers are putting their budgets and energies into the wrong areas. Our research found a significant mismatch in how employee and HR professionals think about wellbeing, with employees finding wellness initiatives less valuable and effective than HR decision makers imagine.

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GLL’s Journey to Investors in People Gold Accreditation

Investors in People — Wed, 31 Jul 2024 15:50:57 +0000

GLL, the UK’s largest operator of public leisure and library facilities, has a rich history and a dynamic present.

This charitable social enterprise and employee-owned cooperative operates 375 leisure, library, and children’s centres nationwide. Founded in Greenwich in 1993, GLL’s mission is to improve the physical, mental, and social well-being of local communities

Despite numerous global business challenges, GLL has achieved the Investors in People (IIP) We invest in people Gold accreditation, marking a significant milestone in its journey. This article explores GLL’s journey towards this achievement, highlighting the strategies, challenges, and benefits of their focus on people.

Background

GLL stands out for its commitment to social value and community impact. As a not-for-profit organization, GLL reinvests its surplus back into the business, delivering £445 million of social value through various community programs and initiatives. Employing 11,500 people, GLL’s workforce represents 0.2% of UK businesses by workforce size, emphasizing its significant role in the employment sector.

The Importance of People in GLL's Strategy

GLL’s focus on its people is paramount. As the organization emerged from the pandemic, it recognized the need for a renewed sense of purpose among its workforce. The new Corporate Plan, “Creating Our Future,” updated GLL’s values and clarified its business goals, ensuring that every employee understood their contribution to the organization’s success. Those values are:

Being the Partner of Choice
Customers & Communities at our Heart
Tackling Health Inequalities
Respecting the Planet
A Better Way of Doing Business.
More than a job

These values not only underpin GLL’s purpose but also differentiate it from other organizations.

With a diverse workforce ranging from nursery and library assistants to fitness instructors, GLL ensures that all employees align with its values and see the impact of their roles. The emphasis on training, development, and career progression opportunities supports employees in being their best and happiest at work, aligning with GLL’s “More than a Job” value.

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.

Challenges Faced

Operating on behalf of 60+ local authority partners and regional government organisations, GLL adapts its approach based on local business maturity, partnership timelines, and other factors. Alongside unprecedented business challenges of the pandemic and global fuel prices they must navigate various people challenges, such as change projects, facility openings and closings, and skills gaps. New managers often lack familiarity with IIP, necessitating the creation of IIP communities to discuss the framework and share good practices.

The geographical spread and size of GLL add to the logistical complexity of IIP assessments. However, with the support of external assessors and a dedicated team of internal assessors, GLL managed to navigate these challenges successfully.

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.

Impact on Organizational Culture and Performance

GLL’s focus on people has had a profound impact on the organization. Post-pandemic, the agility and dedication of the workforce contributed to a strong business bounce back, enabling the introduction of the Real Living Wage and reinvestment in L&D. Data-driven approaches have led to improvements in key people indicators, such as reduced vacancy rates and turnover, increased learning activity, and higher engagement scores.

The connection between people KPIs and business performance is evident, with GLL securing new partnerships and continuing to grow. Achieving IIP Gold for the first time in 2023 was a significant milestone, underscoring GLL’s credentials as a good employer.

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.

Conclusion

GLL’s journey to IIP Gold accreditation is a testament to their commitment to people, continuous improvement, and community impact. By embedding IIP principles into their daily operations and fostering a culture of ownership and accountability, GLL has not only achieved a prestigious accolade but also strengthened its position as a leading social enterprise. For prospective IIP clients, GLL’s story offers a blueprint for success, demonstrating the transformative power of investing in people.

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How to overcome leadership resistance to investment in wellbeing

Investors in People — Tue, 04 Jun 2024 15:06:01 +0000

Article Summary

Securing funding for employee wellbeing has never been easy but in today’s challenging economic environment it is more difficult than ever. Many leaders are sceptical about the tangible benefits of wellbeing programmes, perceiving them as non-essential and costly. Moreover, organisations face competing priorities and tight budgets, making it hard to justify investments in areas not directly linked to immediate business performance.

Workplace wellbeing, however, is critical to employee performance and organisational success. Environments that support and nurture employees foster high performance while toxic environments hinder productivity and engagement. The importance of developing and embedding a culture of health and wellbeing cannot be overstated.

So how can HR leaders persuade their CEOs that wellbeing is worth the investment, especially when competing with other business areas for funding?

Understanding leadership resistance

Leadership resistance to investing in wellbeing often stems from several sources:

#1

Scepticism about tangible benefits: Many leaders, especially in traditional male-dominated industries, view wellbeing as a “nice-to-have” rather than a “must-have.” They perceive it as fluffy and not directly linked to business performance.

#2

Financial constraints: In the face of financial pressures leaders prioritise immediate, controllable factors such as cash flow and sales performance. In such an environment wellbeing is not an easy lever to pull. It requires more thought, time and resources, which are in short supply when leaders need to make tough financial decisions quickly.

#3

Competing priorities: Business leaders juggle numerous urgent demands, from innovating products to expanding markets. Investing in employee wellbeing can seem less pressing compared to these priorities.

Translating wellbeing into business language

To overcome resistance, HR leaders should present wellbeing as a concrete driver of business performance. Here’s how:

Demonstrate return on investment (ROI):
Use data to highlight the financial benefits of wellbeing programmes. For example, according to a Deloitte study, poor mental health costs UK employers £51 billion each year. For every £1 spent on supporting the mental health and wellbeing of their workforce Deloitte says employers get (on average) about £4.70 back in increased productivity.¹When you tell a CEO they will be getting a return on their investment of over 400% you’re talking their language!

Link wellbeing to business outcomes: Show how a positive work environment leads to better performance and reduced turnover. A study by the American College of Occupational and Environmental Medicine found that companies promoting a culture of health outperformed the market by 2% annually, achieving a 264% return on equity compared to the S&P 500’s 243% over a decade.²

Use hard data and case studies: Present concrete examples and success stories from other organisations. McKinsey reports that disengagement and attrition, more common among those with lower wellbeing, could cost a median-size company $228 million to $355 million annually in lost productivity.³

We invest in wellbeing

3-YEAR WELLBEING ACCREDITATION

We invest in wellbeing is THE new standard for Wellbeing designed to help you perform at your very best!

The benefits of investing in workplace wellbeing strategies are certainly no secret and organisations everywhere are putting more and more focus into employee wellbeing.

Building a strong business case

To build a compelling business case for wellbeing, HR leaders should follow these steps:

Start with solid evidence: Gather data on the financial impact of wellbeing initiatives, including employee turnover, absenteeism and engagement levels. A meta-analysis by Harvard University School of Public Health in 2010 showed that for every dollar spent on wellbeing programmes the company saved $2.73.⁴

Align wellbeing with strategic goals: Connect wellbeing initiatives with the company’s strategic objectives. For example, if the goal is to drive innovation or customer satisfaction, explain how a healthy, engaged workforce is essential for achieving this.

Emphasise long-term benefits: Highlight the long-term gains of wellbeing investments, such as improved employee loyalty, performance and reduced healthcare costs. The World Economic Forum reports that companies investing in employee wellbeing have a competitive advantage and higher profitability, while leaders who prioritise a healthy, happy workplace can increase employee engagement and motivation.⁵

Address common objections: Be prepared to counter objections with data and success stories. If leaders argue that wellbeing is too costly, provide examples of cost savings from reduced turnover and absenteeism.

Present the moral argument: Emphasise the ethical responsibility of creating a safe and supportive work environment. As a good employer there is a moral obligation to create a safe environment. An evidence review by the University of Birmingham notes that a healthy working population is an ethical priority for businesses. The paper also points out that organisational factors are hugely influential when it comes to stress, saying: “The implication is that organisational and management changes should be targeted rather than individual distress since morale within an organisation is an important protective factor.” ⁶

In summary

In the words of our own Paul Devoy – CEO of Investors in People “A leader once told me: ‘You can’t out-yoga a bad boss.'”

This highlights the fundamental issue that effective leadership and a positive culture are crucial for the success of any wellbeing initiative. Organisations must adopt a holistic approach to wellbeing, focusing on creating a supportive and healthy work environment.

At Investors in People we have developed a Wellbeing Standard and We Invest in Wellbeing framework, which includes a maturity model for organisations. This framework helps organisations of all sizes and sectors to develop, implement and sustain a culture of health and wellbeing, ultimately driving better business performance and employee satisfaction.

In difficult times it is easy for leaders to take knee-jerk reactions and pull back spend in areas such as wellbeing. Overcoming leadership resistance requires presenting a compelling, data-driven business case. By translating the value of wellbeing into business language and aligning initiatives with strategic goals, HR leaders can secure the necessary investment to create a thriving workplace where employees feel valued and supported, driving long-term success and sustainability.

Practical tips for overcoming leadership resistance

Use hard data to demonstrate ROI: Present statistics and case studies that show the financial benefits of wellbeing programmes.
Draw clear correlations with business outcomes: Link a positive work environment to improved performance, retention and productivity.
Use compelling analogies: Help leaders visualise the impact of wellbeing on employee performance.
Build a strong business case: Base your argument on solid evidence, align wellbeing with strategic goals and emphasise long-term benefits.
Address scepticism directly: Be prepared to counter objections with data and success stories.
Share personal stories: Humanise the issue by sharing anecdotes about employees who have thrived thanks to wellbeing initiatives.

Sources ¹Deloitte: Mental health and employers: The case for employers to invest in supporting working parents and a mentally healthy workplace, May 2024 Deloitte https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-the-case-for-employers-to-invest-in-supporting-working-parents-and-a-mentally-health-workplace.html ² Fabius, Raymond MD; Phares, Sharon PhD. Companies That Promote a Culture of Health, Safety, and Wellbeing Outperform in the Marketplace. Journal of Occupational and Environmental Medicine 63(6):p 456-461, June 2021. | DOI: 10.1097/JOM.0000000000002153 https://journals.lww.com/joem/Fulltext/2021/06000/Companies_That_Promote_a_Culture_of_Health,.2.aspx?utm_campaign=Research%20Review&utm_source=hs_email&utm_medium=email&_hsenc=p2ANqtz-82pcUbNtr93nHxhu0UWzxAK-PE3V09yeRDwn1IS-DdGpKq0TNENBn4q-aCa5a8h3NpXuYT ³ McKinsey: Some employees are destroying value. Others are building it. Do you know the difference? September 2023 https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/some-employees-are-destroying-value-others-are-building-it-do-you-know-the-difference ⁴ Baicker, K., Cutler, D. and Song, Z., 2010. Workplace wellness programs can generate savings. Health affairs, 29 (2), pp.304-311 https://www.healthaffairs.org/doi/abs/10.1377/hlthaff.2009.0626 ⁵World Economic Forum: A healthy workforce is good for business. Here’s why, July 2023 https://www.weforum.org/agenda/2023/07/business-benefits-of-boosting-employee-health-and-well-being/ ⁶Workplace wellbeing programmes and their impact on employees and their employing organisations: A scoping review of the evidence base. A collaboration between Health Exchange & University of Birmingham. Fenton, S-J., Pinilla Roncancio, M., Sing, M., Sadhra, S. & Carmichael, F. 11/27/204 https://www.birmingham.ac.uk/documents/research/ias/wellbeing-at-work-review-jan-31.pdf

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The Red Carnation Hotel Collection: Our Story

Investors in People — Tue, 04 Jun 2024 13:35:41 +0000

The Red Carnation Hotel Collection: An organisation that cares about providing exceptional service for its employees and its guests

‘We never rest on our laurels, and we are continuously looking for ways that we can improve the lives of the people that work for us.’

A multi-award-winning organisation, the London-based Red Carnation Hotel Collection, proudly boasts a portfolio of 18 4 and 5* luxury properties around the world, all whilst sharing its founding values that define their family owned and run business.

Background

Celebrating 100 years of hospitality in 2020, the Red Carnation Hotel collection currently sits within seven countries from South Africa, to Botswana, Switzerland, and the UK, with its warm, inclusive ethos embodied throughout every property.

Winning a host of global awards including Best Family-Owned Luxury Boutique Hotel Chain, Catey Award for Best Sustainable Business and HRH The Princess Royal & City & Guilds – Princess Royal Training Award throughout the last 12 months, the Red Carnation Hotel’s prestige speaks for itself.

Employing over 3,000 employees globally, the Red Carnation Hotel collection are pioneers when it comes to people management in the hospitality sector, and with 80% of its managers working their way up through the company and via management programmes, their success stories speak for themselves.

Working with Investors in People for over 15 years, and proudly one of a very small handful of hospitality businesses with ‘We invest in people’ Platinum accreditation, we caught up with the team at Red Carnation Hotels, to discuss how an on-going and targeted investment in L&D, people programmes, and training has ensured that the organisation continues to stay at the very top of their game.

#1

Investing in our people has helped us buck the trend in a sector with a historically poor reputation for people management

As a family owned and run organisation that operates across the globe, the focus within all of our hotels is still our people, with initiatives around engagement, career development and diversity our top priority.

We offer a high-end, personable, and memorable service within all of our properties, and our ethos throughout the last century has been to ensure our guests return to us again and again.

Hospitality has always struggled with attracting and retaining talent, as poor hours, minimal pay, and questionable working conditions has given the sector a bad reputation. However, at Red Carnation Hotels we’ve fought hard to combat this and through our training, programmes, and employee benefits, we have always been able to attract talent to work for us, to learn and grow and most importantly to reach their full potential.

We pay our employees fairly, perhaps better than people sometimes realise! We give people opportunities that other companies may not, and we also look after people to ensure they don’t leave us for the wrong reasons because of this.

#2

Working to create the right conditions that our people stay, grow and thrive continues to be our #1 priority

At the Red Carnation Hotel Collection, we cannot run our business without employing ‘people people’, who can engage emotionally with our guests. These employees give our unique style of service to each paying customer as well as to one another, and that is why we stand out from the crowd in a saturated marketplace.

We need our employees to stay with us, so that our regular returning guests see the same faces and receive the brilliant service they are used to, from our polished, knowledgeable, and caring employees.

With over 80% of our managers homegrown from our organisation, we are very proud of what people can achieve at Red Carnation when they are given the tools they need to develop. This includes regular feedback and appraisals, many learning and development opportunities and ample resources on offer, in order to become brilliant managers.

We welcome and celebrate people from every possible background, culture, sexual orientation and the differently abled, and are especially proud of our female-friendly work environment. Our workforce is made up of 51% women, with nearly 40% of these in top managerial roles, including six at general manager level, which is a true achievement in the male-dominated hospitality sector.

#3

Our managers lead from the front and act as role models, to ensure collaboration and internal progression continues to see us excel

We have put a full and comprehensive onboarding process in place that includes several catch ups with a manager and a full induction, whilst simultaneously expecting new starters to learn our style of service and feel empowered early on to excel in this.

We have a system of conducting in-depth appraisals and 1-on1’s that are tracked, so that everyone has a meaningful conversation with their manager on at least a quarterly basis where they are given the tools and resources to thrive in their jobs and reach their potential.

Our organisation offers the usual benefits that other hotel companies offer, as well as travel benefits from our parent company – which make us unique and is a real USP for us when attracting and retaining talent.

As well as this, we give our employees the forum and the platform to speak up and we listen to what they say and act on what people want. Our learning and development team offers training and learning opportunities every day across the whole company to ensure that we are up-skilling and offering the best possible service and become the best they can be – without our people we have no business!

Liz McGivern, Vice President, People & Culture, Red Carnation Hotels

“Our culture is distinct, and the majority of people do well here; we encourage people to be themselves and we love characters! This is why our guests return to us and this makes for great business. The comments that we get back from our guests reinforce that what we strive to do is recognised, appreciated, and helps our business to flourish.”

#4

Overcoming the pandemic and keeping our people at the forefront of our organisation has been a huge success

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.

#5

Working with Investors in People has transformed our people’s operation – morale in the organisation is at an all-time high!

We have a lower-than-average turnover of our staff compared to others in the sector, we also have excellent guest return rates and have won numerous industry awards for our service, our people management, our sustainability efforts and for our DEI, so we are incredibly proud of our employees and their on-going commitment to us.

Investors in People has been a mainstay in our business operations throughout the last 10+ years. Having regular assessments with our assessor has given us a chance to check in with our team to ensure that all of our objectives match up and this helps keep us focused and planning ahead.

The We invest in people framework helps us to ensure that we are running our business with the people at the forefront and that will never change, especially after reaching Platinum in 2020. When our employees feel appreciated, valued, and recognised, the morale inevitably increases and it is no coincidence that through higher morale, our engagement statistics have been excellent year-on-year.

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Genuine Solutions: Our Story

Investors in People — Thu, 25 Apr 2024 10:45:32 +0000

Genuine Solutions: Working with Investors in People has allowed us to embed a positive culture across the business

‘Working with Investors in People has been instrumental in shaping and reinforcing a positive culture that values employee growth, engagement, and well-being, ultimately contributing to our company’s success’

A multi-award-winning organisation, Surrey based Genuine Solutions, are experts in the recovery, distribution and recycling of mobile technologies.

Background

Founded in 2005, Genuine Solutions has gone on to work within 52 countries, distributing products to over 1,300 customers worldwide in the process.

Leaders in its sector, Genuine Solutions has taken its approach to best practice people management to never seen before heights, powered by an investment in training, development, and performance management.

With a long-standing relationship with Investors in People stretching over a decade, we caught up with Genuine Solutions after their latest Platinum ‘We invest in people’ accreditation, to discuss how and why on-going work with their employees has had such an incredible impact on its business.

#1

Platinum accreditation helps us stand out from the crowd in a competitive marketplace

Competition in our sector is fierce, with new entrants and established players constantly innovating and vying for market share. Staying ahead of the competition involves not only offering cutting-edge solutions and services, but also providing exceptional customer experiences and building strong partnerships across the industry – which is led by our people.

In today’s competitive landscape, attracting and retaining top talent is crucial for maintaining an ‘edge’. By prioritising our people, we demonstrate our commitment to providing fulfilling career opportunities, on-going learning and development and a supportive culture that fosters growth and advancement.

#2

The desire to be market leaders to gain a competitive edge helps us create, support, and empower a workplace culture where our people can thrive, grow, and succeed

There are five key initiatives that we focus on as an organisation – training & development, performance management, recognition and rewards, a work-life balance and diversity, equity, and inclusion.

Over the past two decades we have transformed immeasurably, and it is thanks in no small part to these five focuses.

Investing in comprehensive training and development programmes tailored to the needs of our employees, annual appraisals and 1-2-1 engagement and feedback, annual performance bonuses and yearly awards, flexible working arrangements, wellness programmes and diversity training are just a number of services and perks that we offer to ensure that our workforce is empowered to continually grow and adapt to evolving challenges.

#3

Finding the ways to deal with rapid growth has led us to becoming a stronger team

During the three years on our quest to Platinum accreditation we have moved offices and been faced with resource allocation and time constraints. Balancing the need for innovation and improvement with the practical realities of resource limitations has required careful prioritisation and creative problem-solving.

Despite these difficulties, our team remains dedicated to finding efficient solutions and leveraging our resources to effectively achieve our objectives.

Sabrina Willabus, HR Director, Genuine Solutions

“Working with Investors in People has been instrumental in the continuation of embedding a positive culture across the business in several ways.

“Firstly, the IIP framework has provided us with a structured approach to talent management and employee development.

“By implementing their best practices and recommendations, we have been able to create clear pathways for career progression, offer relevant training and development opportunities, and foster a supportive environment for our employees to thrive.

“Moreover, the regular assessments and feedback processes facilitated by Investors in People have helped us identify areas of strength and areas needing improvement within our company culture. This ongoing evaluation has allowed us to continually refine our practices, policies, and leadership approaches to better align with our values and goals.”

#4

Investing in our people has seen a positive impact on our workforce and the wider business

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.

#5

Focusing on our people has had huge impacts on our values, culture, performance, and retention

Prioritising our people has reinforced our company values by aligning our actions and decisions with principles of fun, responsibility, enthusiasm, honesty, and support.

With annual appraisals, access to training and development opportunities now on offer, as well as regular one-on-one engagement and feedback, employees are better equipped to excel in their roles, leading to higher levels of productivity, efficiency, and innovation.

Our focus on our people has had a significant impact on employee retention. By creating a supportive work environment where individuals feel valued, challenged, and supported, we’ve been able to increase financial turnover, reduce staff turnover rates and retain more employees within the business.

#5

Working with Investors in People offers numerous benefits to organisations

By aligning with IIP’s standards, we can demonstrate our commitment to investing in our people, which can enhance employee morale and retention.

Additionally, the IIP framework provides a structured approach to talent management, helping us to identify areas for improvement and implement best practices to drive performance and productivity.

Ultimately, partnering with Investors in People can lead to a more engaged workforce, improved business performance, and a competitive advantage in the marketplace.

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Conscious Communications: Our Story

Investors in People — Thu, 25 Apr 2024 08:59:46 +0000

Conscious Communications: Our on-going success is thanks to the hard work, expertise, and dedication of our team

‘Investors in People has helped our whole team to continually strive to be better and to achieve more, all whilst remaining true to our values and ethos’

Working with Investors in People for over a decade, Cambridge-based Conscious Communications’ story is one growth, staying true to its values and deep rooted within its people management.

Moving through the We invest in people accreditation ranks from accredited, to Gold (twice) and as of 2024 Platinum, the award-winning PR and marketing agency has always put its people’s needs first.

This has been proven to full effects too, as they now find themselves within an esteemed group of the top 7% of organisations accredited globally by Investors in People.

Background

Founded in 2012, the organisation boasts an esteemed portfolio of clients including the British Antarctic Survey and the International Baccalaureate, but it is its 17 employees that have always held the keys to its long-term success.

Having created and implemented its internal THRIVE (team, health & wellbeing, the role, improvement, values, and enjoyment) programme, for its employees to quite literally ‘thrive’, Conscious Communications continues to produce best practice work, both for its employees and clients.

Speaking in-depth about its Platinum ‘We invest in people’ accreditation and the work it continues to do internally and externally, to stay regarded as an employer of choice, we sat down with the PR and marketing experts to hear all.

#1

PR is a saturated marketplace, meaning recruitment and retention is never easy

To deliver most effectively for our clients and community, we need to attract, develop, support, and retain staff who share our passion and values.

We therefore invest in a work environment in which everyone can thrive. This means focusing on the team’s health, the roles they are in, their learning and development, creating an inclusive working environment, living by our values, and recognising the importance of enjoyment in the workplace.

#2

Implementing innovative solutions to keep our employees in post for the long-term has helped us consolidate and grow

Our people plan follows our unique THRIVE model, which reflects our commitment to investing in a work environment in which everyone can thrive: THRIVE – team, health and wellbeing, the role, improvement, values, and enjoyment.

In practice, these steps solidify our commitment to practical progress, ensuring that every action, strategy, and innovation is firmly rooted in our purpose and dedicated to the betterment of our people, organisation, and the wider community.

#3

Matching our organisation’s values and mindset to those of our employees is so important to stay ahead of the curve

Recruitment continues to be a challenge, especially in Cambridge. Finding people with experience and skills can be easy enough, however their values and mindset might not match up with those of Conscious Communications and therefore aren’t the right fit for us.

There are ways to combat this though. Through implementing our THRIVE model, we have prioritised actions for the benefit of our team, including offering support for health and wellbeing via a new Employee Assistance Programme, identifying skills gaps and training opportunities, and growing skills and leadership capability through stretching opportunities.

Zoë Scorer, managing director, Conscious Communications

“At our core lies a steadfast commitment to our vision and purpose, which is ingrained deeply within our team’s culture and values.

“Central to this endeavour is the empowerment of our team members. They hold a distinct responsibility in shaping and propelling our growth, taking charge of their own development, performance, and innovative thinking.

“Investors in People has helped our whole team to continually strive to be better and achieve more while remaining true to our values and ethos.”

#4

‘Conscious by name, Conscious by nature’ – as spoken perfectly by our Investors in People assessor

Lindsey Waters, Assessor, Investors in People:

“Conscious Communications have a profound understanding and unwavering dedication to their conscious purpose and values. It’s the lifeblood that fuels their existence.

“The organisation has never been anything but a conscious business, and it’s truly incredible to see the depth of appreciation and alignment of these principles amongst their team and is undoubtedly their most powerful source of motivation and inspiration.

“Their people are incredibly motivated by the ability to make a difference to the world through their work and gives them a higher sense of purpose and achievement.

“Their commitment to consciousness is one of the incredible stand-out characteristics and where they really shine.”

#5

As an organisation that cares about its people, we take great pride in our Platinum accreditation

Our commitment to our people, our agency culture and local community is core to our business and to be externally recognised for our approach fills us with the greatest pride. Our Investors in People assessor, Lindsey Waters, has been with us throughout our journey and provides excellent insight and recommendations of where we can stretch our thinking and approach.

The post Conscious Communications: Our Story appeared first on Investors in People.

National Apprenticeship Week: how we’ve made apprenticeships work for us

Investors in People — Mon, 05 Feb 2024 10:41:29 +0000

Article Summary

It’s National Apprenticeship Week and we thought what better way to demonstrate the benefit of having an apprentice than by showing you how we’ve done it here: who our apprentices are, what they do and how they feel we’ve performed as their apprenticeship provider.

Investors In People is a relatively small organisation and, so far, we’ve had three apprentices, who, in our opinion, have been worth every penny we’ve invested in them – and more. Our two most recent are still here. What follows is their story with us. We promise we didn’t tell them they had to be nice, we simply asked them to be honest.

Scott Irwin – 2013 apprentice, now Events Lead at Investors In People

Scott Irwin joined Investors in People in June 2013 doing a Level 4 business administration apprenticeship. He started off running our CEO’s diary but was quickly given other roles when he showed an interest and aptitude for them. He’s worked on the administrative side of our business, in merchandising, marketing and product development and has climbed the ranks to become our Events Lead – overseeing and planning all the organisation’s events, including the Make Work Better Conference and our annual Investors In People Awards.

Robyn Collins, 2022 apprentice

Robyn Collins is a graduate apprentice who started with Investors In People in October 2022. She’s at university one day a week studying for her degree in business management and the rest of the week she’s a sales executive for us, where she’s based in the account management team. She’s due to graduate with an honours degree this October.

The Investors In People approach to apprenticeships

We believe in practicing what we preach and that means we put our focus on the apprentice’s experience. For us, a happy apprentice leads to a successful apprenticeship. We try to take a holistic approach and make sure they get to grips with every area of the organisation. Our CEO, Paul Devoy, explains why:

“Giving them exposure to different aspects of the business, finding the thing that they particularly like and want to be good at and then helping develop them in that, that creates a very rounded individual.”

So, is this the perception that Scott and Robyn have had from their own experiences?

Far more senior now, Scott says he’s particularly grateful for being encouraged to try new things and different roles early on: “I think a lot more doors open quite quickly for you here. They provide a lot of opportunities. They’re happy to take calculated risks and are willing to let you have a crack at something because it could pay off.”

And for Robyn, like Scott, it’s being able to move about to gain experience which she’s valued: “I’m not confined to one specific role, and I think that’s crucial, that flexibility, and, as a result, I find myself becoming an increasingly versatile employee. I would consider myself lucky – I know others who have a set role within their organisation – so my experience really reflects on my employer. It’s particularly important to me to have wider exposure across the organisation because of my comprehensive degree in business management.”

As our current apprentice, has she had any issues with her apprenticeship so far?

“No,” she says. “Our Head of Account Management acts as my mentor for my university placement and I think having internal support within my apprenticeship has set me up for continuous development afterwards, as well as acting as a motivator in getting my degree. There’s already talk of what my role will look like after I graduate. I feel like this apprenticeship was an investment for Investors In People. They’re not just getting an apprentice for the sake of saying they’ve got one. I’ve built valuable relationships with many people and I really believe in the cause. I feel like I’m valued as an employee and there will be space for me to professionally develop once I complete my studies.”

While we’re obviously pleased to hear that, it is, we believe, not an accident that Scott stayed and that Robyn wants to as well.

We invest in apprentices

Drive the success of your apprentices
Gain insight into the relationships between apprentice, manager & training provider
Supported by our experienced practitioners
Accreditation valid for three years
Network with an active community from a variety of sectors
Join our movement to Make Work Better

How we’ve benefited from having apprentices

By putting what our apprentices needed first we’re now reaping the benefit of our investment. It is, says Paul, all about thinking long term:

“Five to ten years on, where Robyn and Scott are now, we know we’ve got somebody who is now higher performing because they had that time to grow and learn and understand. The big advantage as an employer is that you get somebody that learns about the business from the ground up. So, when they get into more senior roles, they really understand the DNA of the company. They understand the history. They understand how it works. Whereas if you bring in somebody from the outside they take a long time before they really get it. So not only do you get the loyalty, you also get somebody who’s embedded in your culture and who has bought into your purpose. But when you add the technical skills on top of that then it’s even more powerful.”

How we’ve benefited from having apprentices

We asked Scott and Robyn what, if anything, they would change about the apprentice experience and, even though there is ten years between them, they both agreed the biggest need is still to tackle awareness, as well as the lingering stigma that apprenticeships are not equal to a traditional degree.

“There is, and always will be, the university route,” says Scott. “All I would say is that it’s worth exploring if there is an apprenticeship route in a similar or exact career path you want to take. Right now, yes, you do need to go to university to become a doctor, but you don’t, for example, to study law. If you can find the right apprenticeship for your desired career path, that provides you the opportunity to learn, earn and get ahead while having no student loans to pay back and pushing yourself up the corporate ladder straight away. For me, it’s a no brainer.”

Robyn, who, unlike Scott, did get some advice on apprenticeships at school, fully agrees about the benefits of gaining work experience and coming out of university debt free. Awareness about the variety and type of apprenticeships though is still a big issue: “My school did a few things for National Apprenticeship Week. However, I was introduced to the idea of graduate apprenticeships by the company I did a modern apprenticeship with first and I wish I had known about them earlier. Nobody at school said there was an alternative to a degree and I feel like no-one knows what a graduate apprenticeship entails.”

The other issue she highlights is workload: “Because it’s a full degree there’s no cutting corners so it can be difficult to balance workload. Having a good management system is really important. I’m really luck I have that, but I know not everybody is.”

Why employers need to focus on providing quality apprenticeships

An apprenticeship scheme that doesn’t put the apprentice’s experience first is good for no-one. It’s not good for the apprentice’s wellbeing and it’s not good for the employer, who’s much more likely to lose that apprentice and therefore the investment they made when they hired them.

For our CEO, more employers need to turn their focus to the quality of what they provide. Too many, he says, place the emphasis on their short-term workforce needs, providing apprenticeships to plug an immediate skills gap but which are so narrow in focus they don’t do a lot for the individual apprentice:

“We have a disconnect in society at the moment. A lot of young people don’t want to go to university now. They would rather get an apprenticeship and learn and earn rather than come out with a whole load of debt in an uncertain job market. But there aren’t that many high-quality apprenticeships out there. Yet when you speak to employers they say how hard it is to recruit and retain staff. If employers took a longer-term view it would address a lot of the workforce issues they’re feeling the pain of now. You really can have a more productive workforce if you invest in developing people in a role.”

In summary

Stretch your apprentice, help them understand the whole organisation, give them guaranteed time for their studies and provide support and mentorship – that’s how you focus on the apprentice experience. Do that and, as we hope our apprentices have demonstrated, you will reap the benefits long term.

If you’d like more information on how our We Invest in Apprenticeships framework can support you in developing an effective apprenticeship programme, please get in touch. We’re here to make work better!

The post National Apprenticeship Week: how we’ve made apprenticeships work for us appeared first on Investors in People.

How to create a high-quality apprenticeship scheme that delivers for all

Investors in People — Thu, 01 Feb 2024 13:01:13 +0000

Article Summary

Now in its seventeenth year, National Apprenticeship Week has long been seen as a fantastic way of raising awareness of apprenticeships. Among the many events happening across England, you’ll find schools, universities and colleges running apprenticeship fairs, information evenings for parents and some of our most high-profile employers hosting events aimed at encouraging people to apply for their schemes. But at Investors In People we focus more on what it takes to run a successful apprenticeship scheme. It’s why during this National Apprenticeship Week we’ll be hosting a networking event aimed, primarily, at those of you whose job it is to develop and look after your organisation’s apprenticeship schemes. We know creating a successful apprenticeship programme isn’t easy, that it’s often a steep learning curve for those involved and that doing it well takes commitment from all levels in the business. But as our CEO, Paul Devoy, puts it, getting it right is important:

“Apprenticeships are good for the individual, they’re good for employers and they’re good for the overall prosperity and social cohesion of society.”

Within this article you will find ideas and experiences that show what you need to think about to make sure your scheme – whatever stage it’s at – is a success. There are some tips from us, as well as advice from those who are already running successful apprenticeship programmes.

Let’s start with the advice.

What does it take to run a successful apprenticeship scheme?

To answer this, we asked two companies already accredited by us under our We Invest in Apprentices framework what they thought the drivers were behind their success.

Greene King, recognised last year as the UK’s Best Pub Employer, has 35 different apprenticeships in operation and has supported over 17,000 apprentices since they launched their scheme in 2011. Graham Briggs, their Head of Apprenticeships and Employability Programmes, credits their success to the support they’ve had across the business, from Greene King’s executive board right through to the line managers. “Apprenticeships,” he says, “are seen as a key tool to create opportunities, attract diverse talent and support people to achieve a fulfilling career in hospitality.”

It’s something Laura Malcolm, Head of Next Generation Talent at DHL Supply Chain, agrees with. For DHL, apprenticeships are a “pivotal part in future proofing our talent pipeline” and, says Laura, as with Greene King, senior buy-in was a key reason why their apprenticeship scheme has done so well:

“We have a board sponsor who plays an important role in pushing the messaging on apprenticeships throughout the business and ensuring the right opportunities are available.”

What’s evident from both companies is they see apprenticeships as a long-term investment and that it’s their role to give their apprentices the skills they need for life. It’s apt then that the theme of this year’s National Apprenticeship Week is Skills for Life – helping individuals get the skills and knowledge they need for a rewarding career, and helping employers develop a workforce ready and able to take on the jobs of the future.

Much has been made in recent years of the poor quality of some apprenticeship schemes and that being the reason behind the number of dropouts. While the government has made a commitment to drive up the quality, particularly around the educational aspects, at Investors In People we believe it’s only by providing high-quality schemes that companies can reduce their drop-out rate and really begin to reap the benefit of what they’ve invested.

As Laura Malcolm says, one of the things that’s made their scheme successful has been “providing meaningful experiences” for their apprentices: “We ensure all our apprenticeship opportunities provide real life experience that will kick start someone’s career the right way.”

It’s clear then that to run a successful apprenticeship scheme the two biggest things you need to get right are:

Investment and commitment from across the business – all the way from the board to those working beside the apprentice in the office or on the shop floor. You need to highlight success stories within your business and make sure everyone working with your apprentice understands the benefit the scheme will bring to them.
Creating meaningful experiences for your apprentice so that at the end of their course they don’t go elsewhere, they stay and go on to have a long and successful career in your organisation.

In short, you need to be committed to an apprenticeship as a long-term investment, one which may take a few years for the benefits to be felt. It’s why commitment is one of the key things we look for when we’re assessing a scheme. There are other things too and, with that in mind, here are a few more tips from us on what to think about. They’re based on our framework, which was developed to cover every aspect of what it takes to build and execute an apprenticeship scheme that delivers positive and predictable results.

We invest in apprentices

Drive the success of your apprentices
Gain insight into the relationships between apprentice, manager & training provider
Supported by our experienced practitioners
Accreditation valid for three years
Network with an active community from a variety of sectors
Join our movement to Make Work Better

Developing a high-quality and effective apprenticeship scheme – tips for getting it right

Think about your apprentice’s development. It’s not just about the commercial need for an apprentice, look at the broader and perhaps more pastoral needs:

Make sure they’re supported by a trained, engaged and willing line-manager and/or mentor and that they feel prepared for their assessments within the apprenticeship programme.
Help them measure, monitor and manage their workloads.
Provide timely information, feedback and motivation.
Give them objectives that stretch and develop them both personally and professionally.

Ensure communication is open and that there is good support in place. This is about being joined up – having the support there across all functions, management levels and training providers.

Make them aware of what their future pathway looks like, with meaningful milestones. Celebrate their successes and provide role models and inspiration by sharing the successes of those who have taken the same pathway before.
Ensure they feel empowered to give their ideas and feedback; that they know their voice matters to the company.
Consider their wellbeing a priority and, particularly for those under 18, ensure there is adequate safeguarding.

Be committed. As with any other role there needs to be a good business case for your apprenticeship and your apprentice should be treated fairly.

Ensure your recruitment is tailored to the specific needs of apprentices and that you try to recruit from a wide and diverse pool of talent. Think outside the box – we know Amazon, for example, targets its schemes toward people who’ve previously served in the armed forces as they like the qualities they bring to the job.
Your induction process needs to be adapted specifically for apprentices, who may have very different backgrounds and experiences compared with those who come to your organisation via the more traditional route.
Make sure their wage is competitive and their benefits package the same as your other employees.

And finally, we do have one more suggestion to make!

Summary

To quote our CEO, Paul Devoy, again:

“There’s plenty on offer to enhance the learning and skills of apprentices and apprentice employers alike and the new relationships, connections and teachings from the day will go a long way towards supporting employers and employees on the next step of their journeys.”

The post How to create a high-quality apprenticeship scheme that delivers for all appeared first on Investors in People.

Langley and Investors In People: Our story

Investors in People — Mon, 29 Jan 2024 09:34:31 +0000

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.

Dubai Municipality

Investors in People — Thu, 25 Jan 2024 15:47:04 +0000

1.Why did you enter the Investors in People 2023 Awards?

In December 2022, when we achieved accreditation as an Investor in People, it marked a significant turning point in our approach at Hampton by Hilton. This accreditation provided us with fresh insights into our operational practices and highlighted areas where we could enhance our performance.

Furthermore, our participation in the Leadership and Management Award competition signifies our commitment to acknowledging and appreciating the dedicated efforts of our leaders. Their unwavering determination to enhance the workplace, refine our procedures, and foster a more gratifying working atmosphere deserves recognition.

Earning the Investor in People accreditation prompted us to reevaluate and improve our processes, while our involvement in the Leadership and Management Award competition serves as a testament to our leaders’ relentless pursuit of workplace excellence. These initiatives collectively aim to transform Hampton by Hilton into a more efficient and employee-centric establishment.

2.What has it meant to you, your team and your organisation to be shortlisted for an Investors in People 2023 Award?

Earning a spot on the shortlist for the 2023 Investors in People Award is a profound validation for our team, signifying our dedication to doing what’s right and continually striving to enhance our workplace.

This recognition holds special significance because, as leaders, we often find ourselves diligently working behind the scenes without receiving the acknowledgment.It’s not every day that our efforts are spotlighted in such a meaningful way. This acknowledgment has had a remarkable impact on our confidence levels and has opened up exciting new horizons for our future endeavours.

Securing a place on the shortlist for this prestigious award underscores our commitment to nurturing a workplace culture that values its employees and fosters their growth. It serves as a testament to our relentless pursuit of excellence and our belief that the right actions and practices can lead to a better, more fulfilling work environment.

The recognition we’ve received through this award shortlisting has energized our team, motivating us to explore fresh approaches and push the boundaries of what we can achieve. It has ignited a newfound enthusiasm and determination within us as we look ahead to the exciting opportunities that lie on the horizon.

In summary, being shortlisted for the Investors in People Award for 2023 is a testament to our team’s dedication to creating a positive workplace and a powerful reminder that our efforts as leaders are making a significant impact. This recognition has not only boosted our confidence but has also set us on a path to explore innovative ways to propel our organization forward.

3.What would it mean to your organisation to win an Investors in People 2023 Award?

Achieving the standard accreditation is already a great accolade of which we are all immensely proud, to win an award would be further endorsement for our brilliant team.

4.How important is it for your organisation to be a part of the Investors in People community and engage in awards and events like this one

Our people are at the heart of our business, great employee engagement is what we always strive to do well; to be endorsed by an internationally recognised brand is affirmation that we are succeeding in our engagement with our team. This hotel was the first in the Legacy Hotels and Resorts portfolio to be put forward for the Investors in People accreditation and to achieve this has been a positive experience.

Our Awards Are Back!

14th November 2023
Old Billingsgate, London

The Investors in People Awards 2023 celebrates it’s 10th anniversary.

Find out about everything happening on the night along with all the amazing finalists in the running for an award!

The post Dubai Municipality appeared first on Investors in People.