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Investors in People


I work for a goverment agency, which employs nearly 3,000 staff. We achieved IiP accreditation some years ago now and are currently reviewing the way it in organised within the business.

Currently we have an IiP team who work within the HR unit, but who have little direct contact with the training department. I would be intersted in hearing from anybody who has, or is working toward the award to understand who in your company looks afer/manages the process.
Fiona Kingdon

8 Responses

  1. IIP responsibility
    I cannot speak from experience as we have not yet achieved IiP status (though we have gone some way towards it.) My priority (as a L&D professional) was that it should be managed by all the stakeholders and not just become, or be seen as, another L&D team or HR responsibility as has happenned in the past with other accreditations. As such we have an IiP team from many functions over two locations. These are the key drivers.

  2. Current IiP holder
    We have held IiP status for many years and it is managed by our HR department. As part of this I have to compile a training plan for IT Training. Hope this helps.

  3. IIP Organisation
    As an Adviser and Assessor for IIP I see a lot of companies. In my view the best situation is a Steering Group made up of people from different functions and different levels with input/guidance from HR/L&D and sponsorship from the BOard/SMT. For example, in a major distribution firm last week, one of the best SG members was a Driver

  4. Staff led IIP Projects
    I act as an Internal Reviewer for IIP in the FCO for Embassies throughout the Middle East and North Africa, but am also based in an Embassy working towards IIP accreditation. I am fortunate to have seen a number of different approaches to embed IIP within an organisation and, due to the nature of FCO this has to be done with centralised HR support from the UK.

    The most effective approaches are where staff are directly involved in “bite size” projects to help address areas for development. This has seen individuals and teams produce section presentations, FAQ sheets etc. Ownership rests with the staff – with an IIP coordinator in each Embassy to do exactly that – help coordinate.

  5. Commitment and buy in
    I recently did some freelance work for a county council who were moving from a directorate by directorate accreditation to a corporate one. My main priority was to set up a steering group made up of people from all levels and parts of the council so that staff have the opportunity to input and feel engaged with the process. However, nothing you do will work unless you have committment from the very top of the organisation to the principles of the standard. Hope this helps.

  6. Getting through IiP accreditation
    Hi Fiona,

    I work for a university, with diverse cultures & needs from both academic & support teams. Our approach has been to get each distinct area to work on the IiP implementation within that area, with the overview & guidance coming out of the central HR function. We have a system whereby each area has a specific link with an HR contact & a staff development contact. This enables us to support the 2500 staff more effectively (in general) and get input from both sides of the HR function. On a separate note, I’ve tried to take the focus away from it being a ‘training/appraisal/staff development’ project and show people exactly how it supports them in their communication practices, management skills and strategic direction. In our environment we wouldn’t have achieved it quite as well if it was yet another HR driven project, adding to their workload. Getting them to think about what they would like to get out of the practices they introduce is another way of getting some really effective & creative solutions.

    Please feel free to email me if you would like to discuss this further.

    Best regards

  7. The Standard is Changing
    I am an IIP Assessor working for a Quality Centre and attended a training course yesterday on the Revised Standard which has been revised after a wide consultative exercise. So anyone who holds the current Standard watch out next year for a real challenge. If you want to know more then contact the IIP Uk Website

  8. Whole Authority IIP
    Lancashire County Council employs over 40,000 staff. A commitment has been made for the whole organisation to attain IIP by March 2006. The Organisational Development Manager is leading on the project. A ‘building block’ approach is being taken with each Directorate/DSO taking responsibility to project manage the IIP project – reporting to a corporate IIP Group monthly. A group of Key IIP practitioners made up from employees who have successfully been through accreditation are available to mentor sections new to the process.There is full commitment and support from the Chief Executive, Directors and Genral Managers of the organisation.


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