Case studies

Investors in People has been helping employers within organisations of all sizes, sectors and levels of maturity to achieve their goals by harnessing the talents of their people.

As such, Investors in People has been built around the values of employee engagement – inspiring, challenging and supporting employees on multiple levels so that they can deliver on business objectives, now and in the future.

SA case studies

Libokanyo Khumalo, HR Executive Manager at W&RSETA

In working with the Investors in People Framework, Libokanyo Khumalo, HR Executive Manager at W&RSETA, acknowledged that a change had taken place at the organisation – not after achieving the Standard, but during:

“Investors in People opened our eyes to the need for engagement. The needs of staff are individualistic; imposing decisions on people, instead of making them feel like they’re a part of it, won’t work. People need to be given the opportunity to have a say, which leads to better communication”.

A fundamental part of putting people at the heart of a business involves employee engagement, which has been given added weight recently with the publication of an independent report in the UK, ‘Engaging for Success’, highlighting the extensive benefits that more effective engagement could deliver for employers, employees as well as the country whose economy they directly and indirectly contribute towards.

“Engaging for success” identifies four ‘enablers’ of engagement in highly-engaged workplaces:

  1. Leadership through a strategic narrative; ensure employees understand where the organisation is going and how their role contributes towards that.
  2. Engaging managers; motivate managers to motivate, challenge and support their teams. Encourage managers to see their people as individuals, seeking and responding to their views.
  3. Give employees a voice; ensures employees in all areas are involved in decision-making within the organisation
  4. Integrity; create a clear alignment between the values of the business and actual behaviours. In other words, there is no gap between what people in the organisation say and what they

Taking the first step

Guidance on how to address and implement engagement, as well as indicators on good practice in employee engagement, can be found within the Investors in People Framework. The Framework offers a practical, flexible and easy-to-use guideline to help transform business performance through people. It contains a series of drivers that link directly to the four enablers identified in the ‘Engaging for Success’ report:

  • Developing business strategy; working with your people to build a clear and compelling vision, strategy and business plan.
  • Strengthening leadership; through a clear plan for building and continuously improving the leadership skills you need now and in the future.
  • Developing managers; ensuring managers have a clear understanding about the capabilities required to lead, manage and develop their people.
  • Building dialogue; so that information flows around the organisation, eradicating silos, and that all communication is two-way.
  • Creating a culture of openness and trust; in which employees are trusted and supported to make the contribution expected of them, without being micro-managed.
  • Involving employees in decision-making; from high-level decisions to routine day-to-day decisions about their own job.
  • Ensuring equality of opportunity; so that people at all levels have access to the same opportunities and support, and that everyone has the chance to live up to their potential.

Since its establishment in 1982, Consol Clayville has shown dedication to improving business through people.

“Our people are our human capital,”
says Brenda Claassen, HR Business Partner at Consol Clayville, “they are the glue that makes this company successful”.

According to Brenda, Consol Clayville’s Investors in People Journey has had a positive impact on the way in which the organisation continues to do business:

“As an organisation, we strive to equip our employees to perform their tasks to the best of their ability, to provide them with the correct resources and clear objectives”

A business which is performance-driven with annual targets, effective communication and constant evaluation is key to their success. For Consol Clayville, training and development is an important facilitator to this.

“We encourage learnerships and strive to provide experiential learning opportunities to graduates, to contribute to a learning society”.

Investors in People has been helping employers within organisations of all sizes, sectors and levels of maturity to achieve their goals by harnessing the talents of their people. As such, Investors in People has been built around the values of employee engagement – inspiring, challenging and supporting employees on multiple levels so that they can deliver on business objectives – now and in the future.

A fundamental part of putting people at the heart of a business, the importance of employee engagement has been given added weight recently with the publication of an independent report in the UK, ‘Engaging for Success’, highlighting the extensive benefits that more effective engagement could deliver for employers, employees as well as the country whose economy they directly and indirectly contribute towards.

The essence of employee engagement

“A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and are able at the same time to enhance their own sense of well-being” (MacLeod and Clarke, 2009, p.9)

‘Engaging for success’ identifies four enablers of engagement in highly-engaged workplaces:

  1. Leadership through a strategic narrative; ensure employees understand where the organisation is going and how their role contributes towards that
  2. Engaging managers; motivate managers to motivate, challenge and support their teams. Encourage managers to see their people as individuals, seeking and responding to their views.
  1. Give employees a voice; ensures employees in all areas are involved in decision-making within the organisation
  2. Integrity; create a clear alignment between the values of the business and actual behaviours. In other words, there is no gap between what people in the organisation say and what they do.


Taking the first step

Guidance on how to address and implement engagement, as well as indicators on good practice in employee engagement, can be found within the Investors in People Framework.

The Framework offers a practical, flexible and easy-to- use guideline to help transform business performance through people. It contains a series of drivers that link directly to the four enablers identified in the ‘Engaging for Success’ report:

  • Developing business strategy; working with your people to build a clear and compelling vision, strategy and business plan
  • Strengthening leadership; through a clear plan for building and continuously improving the leadership skills you need now and in the future
  • Developing managers; ensuring managers have a clear understanding about the capabilities required to lead, manage and develop their people
  • Building dialogue; so that information flows around the organisation, eradicating silos, and that all communication is two-way
  • Creating a culture of openness and trust; in which employees are trusted and supported to make the contribution expected of them, without being micro- managed
  • Involving employees in decision-making; from high-level decisions to routine day-to-day decisions about their own job
  • Ensuring equality of opportunity; so that people at all levels have access to the same opportunities and support, and that everyone has the chance to live up to their potential
Having already implemented good practices geared towards the development of its human capital, MBD senior management looked to Investors in People to benchmark that success – a decision taken as far back as 2010. With the advice and support of experienced Investors in People Specialists, a four- year plan was forged aimed at achieving the Standard.

What was the IiP motivation?

There were several excellent reasons to pursue Investors in People accreditation:

  • It is a recognized and internationally respected standard of good practice
  • It is a quality award for those who meet the standard
  • Its is recognized as a leading business improvement tool
  • Its aims to maximize the capabilities and skills of employees
  • It is outcome focused and is non-prescriptive (i.e. IIP does not dictate how this has to be done)
  • It is based on actual interviews with employees
  • It supports the business strategy

“ To our delight, we were awarded full IiP accreditation – one full year ahead of schedule”

Suzanne Dery
Human Capital
MBD Credit Solutions

How has IiP helped?

During our initial IiP survey conducted in 2010, we achieved 11 out of the 39 indicators that needed to be met. An assessment conducted again during 2012, yielded a result of 26 out of the 39 indicators. We believe that this showed a significant improvement in our people practices.

With the ultimate goal of achieving Investors in People accreditation in the year 2014, we undertook to review our progress with an annual assessment.

To our delight, we were awarded full IiP accreditation –one full year ahead of schedule.

What was the impact?

Now that we have achieved this international accreditation, we are now able to proudly display the Investors in People logo on all our relevant documentation, as a sign that our people practices are in line and up to standard with international practices. This means that when tendering for new business, potential clients understand that we not only care for them entrusting their business with us, but that we also care for our own employees.

The Investors in People Standard gives MBD the confidence that we subscribe to international best practice with regard to how we lead, manage and develop our people.

“IiP is cyclical and engenders a culture of continuous improvement.

IiP accredited organisations generally have one thing in common – a firm belief that making an investment in people yields returns to their clients and business in general.
Some of the other characteristics common to IiP organisations include:

  • A clear and shared vision of strategic objectives
  • Widespread commitment to excellence in quality and customer service
  • Regular communication, extensive measurement of performance and effective cost control
  • Empowering the workforce and willingness to delegate responsibility
  • Consistent management practices
  • Effective involvement of the workforce so that they can contribute to innovation and the continuous improvement of the organisation.

Employee Engagement could be a major source of competitive advantage for organisations, praised globally as a powerful Framework to help unlock the potential of your people”

International case studies

  • Walsall College became the first general FE college in the country to achieve ‘Outstanding in the new Ofsted rating.
  • Walsall College last year decided to go for additional recognition beyond the Standard and achieved Gold.
  • Investors in People has helped to build an open and honest environment.

What was the IIP motivation? Walsall College is recognised by Ofsted as an Outstanding provider of vocational courses in the West Midlands, supporting young people, adults and local businesses to develop their skills and achieve success.

In order to ensure that the learner remains at the heart of what it does, Walsall College is continually developing and making strides in different ways. The Investors in People framework is an integral part of the organisation, supporting the ethos of an open, honest and people focused organisation.

What was the impact?

The progress Walsall College has made is demonstrated by the move from an Ofsted grading of Good (2008) to ‘Outstanding’ (2013) – making them the first general FE College in the country to achieve this level since the new Ofsted framework was introduced in September 2012.

Walsall  College“Investors in People provides a voice for the employees. Making sure everyone is fully engaged and involved is key to the success of the college.”
Louise Fall
Head of Professional Development, Walsall College.

 

The approach of the Investors in People framework was useful with regard to the Ofsted inspections too as Steph Thompson, Head of Human Resources explains, “The reviews and inspections are very useful to us as an organisation. The culture we have developed means that people are comfortable with being open and honest. They are happy to talk about what they do and about the organisation, to be praised for their achievements and to help identify opportunities for improvement.”

The Ofsted accolade was followed a month later with the achievement of the Investors in People Gold Award. “We had been successfully reviewed a number of times as an Investors in People organisation and last year we

decided we wanted to go for additional recognition beyond the Standard. The fact that we have achieved Gold accreditation soon after is a credit to everyone here.”

Walsall College is now sharing their success with regular Best Practice events for others in the sector and Louise says there is no time to be complacent about their achievements. “We want to help others to achieve success too so it is important to share our experience. We are very proud of our achievements and our aim now is to be beyond outstanding.”

Key fact summary

  • Strong, organisation-wide communication systems.
  • Low employee turnover.
  • Proven track record of continuous improvement.

How has IIP helped?

With its core aim of making sure the learner is the centre of everything, they are well represented. Head of Professional Development, Louise Fall says that Investors in People provides a voice for the employees. “Making sure everyone is fully engaged and involved is key to the success of the college. It doesn’t matter what your role is, we all aim to make this the best learning experience it can be for our learners. Delivering excellence means a continuous drive to further improve.”

With two sites and hundreds of employees, excellent communication is vitally important and regular information and feedback meetings are held – formal and informal. “There are clear methods of cascading and sharing of information throughout the organisation,” adds Louise. “It’s important to make sure everyone is kept informed and can feedback to ensure continuous improvement.”

With employee turnover below the national average for this sector, it seems that this is indeed a great place to work as Investors in People Specialist Gordon Stopani from emb-x explains, “Employee engagement is at a level only witnessed in high performance working environments, where continuous improvement and added value are culturally embedded.

“The people I interviewed consistently remarked that they ‘loved’ their job and spoke of how the College was a ‘fantastic employer to work for’.”

“The culture we have developed means that people are comfortable with being open and honest.”
Steph Thompson Head of Human Resources, Walsall College.

- Redcar Community College was considered an underachieving school, suffering from high levels of student absence which hindered efforts to raise school achievements.

– Working with their IIP Specialist, the school actively used Investors in People to support improved performance at the school, including activities to help raise pupil achievements and Ofted scores.

– Following major transformation, Redcar Community College has seen their latest GCSE figures jump and the school is now in the top 5% nationally on the Contextual Value Added index.


 

What was the IIP motivation? Redcar Community College is a secondary school for students aged 11-16, specialising in visual and performing arts.

In 2004, the organisation was considered an underachieving school with only 34% of students receiving 5 GCSEs graded A*-C and just 14% of students meeting that standard once English and Maths were included.

Also at this time, the school suffered from higher levels of student absence than other schools in the area, which hindered the efforts by staff to raise school achievements.

To improve the schools performance, Redcar Community College aimed to raise the quality of teaching and learning in all subject areas across the school and developed ambitious aims to increase their Good Ofsted rating to Excellent.

How has IIP helped? Working with their IIP Specialist, Redcar Community College has actively used Investors in People to support improved performance at the school, including activities to help raise pupil achievements and Ofsted scores.

For example, the school has

completely reorganised its approach to staff training and timetabling, introducing wellbeing weeks, staff development afternoons and flexible working.

The reorganisation of the school’s strategy also involved changing the approach to training of staff.

Karen Hill highlights a great example of the school’s new attitude towards staff training and development and their commitment to staff.

As Karen explains, she applied to join the school as a receptionist in 2006 despite training to be a Learning Support Assistant.

“I couldn’t get a job because I didn’t have any experience. I couldn’t even get an interview in a lot of cases. But when I applied to Redcar Community College they recognised my ambition straightaway.

“IIP has completely changed our culture and has had a direct impact on our success”
Christine Husband
Deputy Headteacher

“I got the receptionist job but they also encouraged me to spend one morning  a week working as a Learning Support Assistant.

“That gave me the background to make new applications and in 2007 I became a full time Learning Support Assistant at the school, specialising in students with Special Educational Needs.”

The developments also stretch to the student body as a School Council has been developed, comprising of elected students from all year groups.

All of these actions have helped to improve the learning and social environments in the school.

What was the impact? Following major transformation, including work with Investors in People, Redcar Community College has seen their latest GCSE figures jump from 34% to 90% of students achieving 5 A*- C grades overall and from 14% to 50% including English and Maths.

The school is now in the top 5% nationally on the Contextual Value Added index – a score that takes into account the background of students and compares it to the national average.

Redcar Community College is also celebrating after becoming one of the best in the country after its unique approach to staff relations led to soaring exam results and a strong report from Ofsted.

“Ofsted drive us to improve our exam results and standards and that is quite right,” says Deputy Head Teacher Christine Husband.

“Investors in People helps us to do that by improving staff wellbeing, which has a direct impact on results.”

The school’s recent Ofsted report identified 8 areas where the school was outstanding, including safeguarding staff and students, encouraging healthy lifestyles, contributing to the wider community and engaging with parents.

“These are all areas that require staff to go the extra mile and I believe Investors in People has developed this,” Christine continues.

“By supporting staff like Karen Hill and allowing them to achieve their potential we get more from them in return. Things like wellbeing weeks might sound rather trivial but the goodwill it creates is immeasurable. We never have to insist that staff do anything extra in our school, as they never fail to volunteer!”

There have also been significant changes in the students’ behaviour and attendance, with students taking pride in their school.

Parents have also had the option to share their views of the school in a questionnaire from Ofsted and this highlighted some very positive results, including 93% of parents agreeing that the school is led and effectively managed and 97% agreeing that the school keeps them informed.

“Investors in People has completely changed our culture and has had a direct impact on our success. Visitors and new staff frequently comment on the ethos we have” Christine adds.

“The framework has contributed a huge amount to the development of the school and it is as important to us as Ofsted. The results speak for themselves.”

“By supporting staff and allowing them to achieve their potential we get more from them in return”
Christine Husband
Deputy Headteacher

  • IIP offered MMU the opportunity to achieve greater consistency and improve understanding of corporate objectives.
  • The flexibility of IIP means that MMU gathers extremely rich and useful feedback to take them forward.
  • MMU has benefited from improved engagement levels, improved absence rates and a greater understanding and engagement of the change agenda by employees.

 

What was the IIP motivation? Manchester Metropolitan University (MMU) is the largest campus-based undergraduate university in the UK with a total student population of more than 37,000 and a staff population of around 4000.

The University’s   Investors in People journey started over 10 years ago when, through a ‘building block’ approach, a number of separate departments achieved accreditation.

By 2007, MMU decided that it should work towards accreditation for the organisation as a whole, helping to:

  • bring greater consistency
  • achieve a greater understanding of corporate objectives
  • increase understanding and engagement with the University’s Change Agenda

As Deborah Snell, Organisation Development & Training Officer explains:

“For us, IIP is about demonstrating our total commitment to all employees and improving our services.

“Excellent services can only be achieved by a motivated team, who understand what the University is trying to achieve and have a real say in how we operate.

“It is also important that they are trained and given opportunities for development as well as being effectively supported by their manager. Investors in People helps us achieve this.”

IIP has also been a way for MMU to benchmark against a best practice approach and gain further support in becoming a University for world-class professionals.

mu

“IIP is an invaluable opportunity to make a difference to your people, your customers & your stakeholders“
Deborah Snell
Organisation Development & Training Officer

How has IIP helped?

For MMU, IIP provides the framework, external assessment and continuous  improvement mechanism to help them achieve their aims.

For example, MMU believe that the flexibility of the framework and the opportunity to use a range of assessment approaches has meant that they have gathered extremely rich and useful feedback to help take the University forward.

Although a large organisation with a staff population of 4000 people, working towards accreditation for the whole University also brought its own benefits.

“When we began working towards corporate accreditation, we were hoping that it would bring a number of largely independent departments together into a coherent whole with a common purpose. Additionally, we wanted to ensure that good practice was harnessed and shared across the whole University” explains Deborah.

“Utilising IIP, we have been able to meet these objectives but also to identify what aspects of our people management practices need further improvement in order for us to achieve the greatest impact.”

Describing Investors in People as ‘constructive, engaging and evolving’, working with the framework and going on to achieve IIP Gold has also had a hugely positive effect on morale at MMU – especially in an increasingly challenging environment for the higher education sector.

MMU is also looking to IIP to help them continue their focus on performance improvement and communication

– particularly to ensure a sense of ownership and responsibility and to further create an environment where people aim for continuous improvement.

“We would strongly recommend IIP

to others as it is a simple yet effective approach to measuring organisational performance, helping to bring areas for improvement into sharp focus” continues Deborah.

“Your Specialist can take an objective view of where things are going well and also where they can be improved. This is incredibly valuable in terms of planning for continuous improvement.”

What was the impact?

Working with IIP has helped MMU to increase their engagement levels in their PDR process, increasing staff participation from 69.2% in 2009 to 86.6% in 2012.

Recent assessments have also identified an increased understanding from MMU team members of the need for change and continuous improvement compared to views from previous surveys – a key benefit in the current environment.

Significant savings in relation to sickness absence have also been achieved by the University as a result of improved leadership and management, with managers and team leaders better equipped to manage absence.

“IIP has been and continues to be a great investment for MMU and has placed the development of our workforce at the forefront of our activities” adds Deborah.

“With IIP, you are getting to the very heart of your organisation and gaining objective feedback. It is an invaluable opportunity to make a difference to your people, your customers and your stakeholders – providing a fantastic means of developing and embedding a culture of continuous improvement.”

“IIP is all about demonstrating our total commitment to all employees and improving our services”
Deborah Snell
Organisational Development & Training Officer

  • For PricewaterhouseCoopers Limited (PwC) Investors in People (IIP) has been an important part of their journey towards continuous development
  • The framework has helped PwC gather feedback on a wide range of people practices and suggestions on how to move these practices to a higher level
  • Being the largest professional services organisation in Cyprus to hold the IIP Champion and IIP Gold accreditations has helped PwC to further promote their brand and strengthen their people’s engagement

 

What was the IIP motivation? 

PwC’s market leader position in an increasingly challenging economic environment, depends critically on the quality and commitment of its people.

Being an innovator in people management practices, PwC’s journey with the Investors in People began back in 2008. The IIP framework was seen as an opportunity to externally benchmark PwC’s people practices, as well as an opportunity to receive honest feedback on how these practices were perceived by its people.

As Philippos C. Soseilos, Head of Human Capital explains:

“Working with the IIP accreditation proved to be an invaluable self- reflection journey. It has been demonstrating to our people that we are committed to continuously measure and develop even further our people practices, by taking into consideration their feedback. At the same time, it has been demonstrating to our clients the organisation’s commitment to offering quality services through quality people.”

pwc

“Working with IIP has proved to be an invaluable self- reflection journey”
Philippos C. Soseilos Partner
Head of Human Capital

How has IIP helped?

PwC’s IIP journey from the Standard accreditation to Silver to Gold to Champion between 2008 and 2013 has created a culture whereby all practices are continuously being challenged and open discussions take place to propose alternative approaches.

One of the main points the Framework has raised is the importance of measuring the return on investment (ROI) in all aspects of people management. In this respect, specific focus has been placed on the Learning & Education (L&E) activities, an area of strategic importance to PwC. As Philippos explains: “Back in 2008 when we started working with IIP, we were investing €500,000 on L&E activities, without ever questioning the return on investment of these practices, as learning and development is part of who we are. Through IIP, we realised the need to challenge the current situation and measure the return on investment in whatever actions we take. For this reason, we carried out a lot of work and research, leveraging the knowledge of our international network, and putting in place metrics to assist us in this regard. As a result, some practices that had not traditionally yielded a high return on investment were revisited and revised accordingly. IIP can be an eye-opening experience, helping everyone continuously challenge how things are done”.

Additionally, the Framework has highlighted the importance of consistent communication, across the organisation. For example, the need to consistently deliver strategic messages across the organisation was identified, and for this reason a number of additional forums of communication have been introduced. As Philippos explains: “We realised that there were some communication gaps in certain areas of the organisation, due to the fact that there weren’t any consistent forums of communication. This meant that the organisation’s people management strategy was not communicated consistently across the organisation. The result of this realisation was the creation of a detailed communication plan, which has been applied consistently across the organisation”.

This communication plan has also served as a mechanism for addressing the need to have a clear link between individual goals, departmental goals and organisational goals. As Philippos explains: “It is extremely important for our people to understand how their individual goals and contribution affect the organisation’s strategic goals and business results. The introduction of additional forums of communication has been the driver in strengthening even further this link”.

What was the impact?

Through working with IIP Pwc have made a number of improvements, such as:

  • Strengthening people’s engagement as measured by the annual people survey
  • Measuring ROI of HC Practices at different levels
  • Promoting consistent and open communication across the organisation
  • Aligning further personal goals and organisational goals

 

“IIP can be an eye-opening experience, helping everyone continuously challenge how things are done”
Philippos C. Soseilos Partner.
Head of Human Capital

  • McDonald´s Austria is part of the worldwide leader in system catering, McDonald’s corporation. The company is among the most famous brands in the world and has a very strict and central brand management.
  • Both internationally and at home in Austria, the company is represented both in restaurants led by McDonald’s Austria and in restaurants managed as part of a franchise system.
  • McDonald’s relies on the continuous expansion of its local and regional importance in all countries it is operating in – especially product development.

 

What was the IIP motivation?

The purpose of Investors in People

was to review our current situation and find out if there was any detection of room for improvement within McDonald’s Austria. Investors in People ultimately helped McDonald’s Austria improve its reputation as an employer by providing on-going support and guidance on the areas which need improvement.

What was the impact?

Investors in People have made a huge impact on the organisation by helping us achieve the following goals:

  • Installation of McCampus as an information platform for interested, potential future employees and current employees.
  • Enforce praise and appreciation within the corporate culture.
  • Making aware one’s own performance and strengthen employees’ self-esteem.
  • Health management.

How has IIP helped?

By working together with IIP we have been able to implement certain strategies our organisation did not have before being assessed against the Investors in People Standard. McDonald’s Austria now has the support to be as much of a success as we can. We have made potential in the following areas:

 Employee Loyalty/ Expansion:

Refreshing the processes for training, introduction of courses about the German language for the crew.

 Information/Communication:

Initiation of after-work meetings for the employees of the head office. Meetings with the manager on a round table.

 Annual Goals:

Streamlining relevant information, in time dissemination of information to the employees.

 Management Culture:

Defining the most important management criteria for a McDonald’s executive. Implementation of the criteria in trainings for executives.

 

“IIP has helped us implement Employee Loyalty and Expansion”
Evelyne Kampits
HR Development Manager

  • MTN Nigeria is a telecommunications company with over 2,000 employees
  • IIP accreditation has reinforced MTN Nigeria’s position as an Employer of Choice and has enhanced their ability to attract, develop and retain top talent

 

What was the IIP motivation? The motivation for IIP accreditation is premised on our aspiration to ensure that our HR practices are best in class and lead to building an agile organisation.

Research has shown that the investment in this standard has resulted in measurable improvement in a company’s revenue and bottom line. Investors in People is one of the world’s leading people management standards. It is a business improvement tool designed to help organisations develop performance through their people. Working with Investors In People is proven to improve financial performance, productivity and profitability

This is why MTN Group adopted Investors in People (IIP) as its global people management standard; in line with the practices of high performing global companies

mtn

“IIP enabled us to x-ray our strengths and clearly highlighted our weaknesses.”
Amina Oyagbola
Human Resources
Executive MTN Nigeria

What was the impact?

IIP Standard Accreditation – We leveraged IiP accreditation both internally (on email signatures, stationeries, banners etc.) and externally (on websites, newspapers, social media, adverts etc.) This has gone a long way to enhance our reputation as a Great Place to Work.

Employer Brand – IiP accreditation has reinforced MTN Nigeria’s position as an Employer of Choice and has enhanced our ability to attract, develop and retain top talent bursting with Company Pride and Passion.

Employee Engagement – The process that we embarked on to achieve IIP accreditation has improved the employee experience. Based on what we have achieved so far, we anticipate that we will see an increase in employee engagement levels in the Group Culture Audit survey to be communicated in January 2014.

Key Business Priorities – IIP is now an integral part of MTN’s business process and objectives. Sustaining the IiP accreditation is a business priority.

Reinforces the EVP/MTN Deal – IIP accreditation affirms the strength of the Investing In Talent pillar of the MTN Deal.

How has IIP helped?

The IIP accreditation has helped because it is an independent and objective confirmation that we invest in our people and deploy best practice people solutions and policies to make MTN Nigeria a great place to work. It is important to us as it ensures that we continually improve our processes and practices to enhance employee engagement, productivity and overall company performance.

‘’People’’ companies outperform the market average. We are therefore committed to sustaining the IIP Standard accreditation and indeed pursuing higher levels of accreditation to continually improve and sustain our business performance.

 

“IIP enabled us to streamline our processes to ensure we get the best returns. “
Amina Oyagbola
Human Resources Executive MTN Nigeria

To find out more

why not get in touch with us?

Call (011) 326 2314 or email info@investorsinpeople.co.za