Investors in People New Choices approach research

Investors in People (IIP) is a business development tool that was first launched in 1990. Organisations need to meet 39 evidence requirements as set out in the IIP Standard to become IIP accredited.
 
The New Choices approach to IIP was introduced in May 2009 to provide greater flexibility and customisation of IIP to an employer’s priorities and goals. It also recognises organisations which meet additional evidence requirements through Bronze, Silver and Gold awards.
 
The overall aim of the research was to identify the impact that the New Choices approach has had on  perceptions and take up of IIP, with a view to informing future strategy for IIP and contributing to meeting longer-term objectives for IIP. 
 
The project methodology included: preliminary research (a review of the 2010 IIP literature review, analysis of management information, and discussions with key stakeholders); an e-survey of employers engaged with the New Choices approach; and 15 employer case studies to add depth to the understanding of how New Choices was working.

You can download the reports: 

• Investors in People Research on the New Choices Approach - Evidence Report (PDF, 830 Kb) 
• Investors in People Research on the New Choices Approach - Executive Summary (PDF, 244 Kb) 

Key findings include:

• The New Choices approach focused on developing the established IIP brand through customisation and graduated recognition.
• New Choices involved a complete overhaul of the role of IIP advisers and assessors  ("specialists")
  The most effective means for bringing existing IIP organisations on board was through interaction with the specialists.
• The main reasons for employers engaging with the extended framework under New Choices included to recognise existing practice, to provide a business development tool and to demonstrate excellence to customers.
• The extra costs involved with following the extended framework varied widely. Direct costs were dependent on the number of specialist days required while indirect costs mainly comprised internal staff time.
• Assessing the impact of the New Choices approach is problematic because of the difficulties in isolating the effects from other activities.  Most benefits identified by employers were focused on ‘traditional’ human resource areas such as staff development, and management and leadership improvements.
• Additional benefits are likely to appear over the medium to long term rather than being demonstrated in ‘quick wins’. 
• The New Choices approach may not have helped widen the appeal of IIP to reach first timers and particularly small businesses.  As a result there are certain segments of the potential market that have not benefited from IIP take up.

Implications include:

• How to encourage "first timers" and smaller businesses to engage with IIP
• The use of IIP Champions and Employer Representatives (where employers get involved in helping promote IIP to other employers) could be continued and targeted to certain market segments. 
• The wider business and labour market infrastructure could be more involved with the promotion of IIP. 
• Potential options for part funding of employers looking for their first IIP accreditation could be explored (perhaps through a remission of tax or National Insurance payments). 
• Delivery Centres could further promote IIP to those not currently engaged with it.  This should involve an element of targeting (for example to those SMEs with strong growth potential)
• Consideration be given as to how the award levels are promoted. 

The project findings will help to inform future strategy for IIP and help us to ensure that IIP meets the needs of organisations.

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