We, as im sure many organisations, have a problem with IiP in that most staff and managers within the organisation think that its just a badge and dont care about it. We obviously need to change this for our reassessment next year so im looking for any interesting, wild, wacky or intriguing exercises that we could do with managers (and particularly new managers) to really get them fired up about IiP. Any suggestions?
craig mitchell
3 Responses
whay it stands for and the benefits
Hi Craig
IiP IS just the BADGE…what you need to do is get them enthused about the benefits of having a clearly improving workforce and a genuine learning culture.
The reality is that no manager wants a half skilled, half motivated team that makes the same mistakes over and over and is constantly re-inventing the wheel.
Similarly no team wants to be led by a brainless manager who doesn’t know how to lead and doesn’t care about their development.
Get managers and staff, seperately or together, to identify the benefits of learning, improving skills, being prepared for promotion, sharing knowledge, planning careers and continually improving processes and they should be keen to do all the things that you can just bundle together for the IiP audit.
Rus
IiP Enthusing !
Craig hi
Are yui working with one of teh IiP advisors ? I would bring them in to runa managers session FOR you. They should be able to bring it to life. Also worth thinking about asking one the the IiP champions in for a session to talk about how working with the standard has made a difference ?
IIP Task Force
Recruit your new managers to form an IIP Task Force. Get backing and sponsorship for this by canvassing the support of your CEO and senior senior managers, by asking them a) to nominate members of the Task Force; b) to mentor them during the Task Force phase until IIP reassessment is achieved. The fact that the new managers are leading this effort will lend a cutting edge to the enterprise.
This will achieve buy-in from the top, plus practical help. You, as the learning professional, will help them to do the business. Schedule regular review and support meeting with the mentoring pairs.
As well as that, you will chair the Task Force meetings, so as to be able to use your skills to carry out team development on the back of their Task Force planning sessions. So the Task Force members benefit in three ways: they develop team skills, they
get mentoring from senior management, and they get to know about IIP and develop a positive feeling for it – as do their sponsors and mentors.
Keep techniques simple: I have successfully used a matrix chart to record (for each IIP dimension) a) where we are, b) where we want to be, c) what we need to do to get there. Plus a time line, to plan out when we are going to take the action. Post this on your Task Force board (see below).
Make your Task Force’s work visible. Set up a special notice board in a prominent place, and enable everyone to post suggestions. You post news on progress, to keep everyone informed.
Use your local IIP advisor, they are an invaluable source of help. Make sure that they get a special invitation to your re-recognition celebrations.
Enter the IIP competitions, to give your workplace a challenge to aim at, and publicise the fact on your Task Force board.
Believe me, it works. I was privileged to be in your position when my workplace were short-listed for the Key Champions’ Award, having gained IIP recognition the year before.
Good luck.