Our People Strategy - IOSH WORK 2022
Our People StrategyEnabling transformational change2017–2022www.iosh.com
ContentsHuman resourcesisn’t a thing we do.It’s the thing thatruns our business.Steve Wynn,Wynn Las Vegas03Our Chief Executive04IOSH’s strategic vision04IOSH’s strategic objectives05Enabling organisational transformation07Internal drivers for fundamental change09The rapidly changing world of work11Future workforce – 2022 vision13Our new direction15How we will get there21Our People team’s service commitments23Year one people plan
IOSH’s strategic visionOur Chief ExecutiveBev’s Foreword in here.Bev MessingerChief Executive, IOSHOur new five-year strategy,‘WORK 2022 – shaping the futureof safety and health’, sets our visionand mission, and defines the stepsthat we, as an organisation andprofession, must take.Our vision:A safe and healthyworld of workIOSH wants to bring about faster,long-lasting progress in the safety,health and wellbeing of workingpeople worldwide. Our vision –a safe and healthy world of work –is a galvanising goal that can onlybe achieved if the business is able torecruit the right people, with the rightskills and the right attitude to enableIOSH to achieve its aims.IOSH’s strategic objectivesWORK 2022 is designed to make a real difference to the lives of peopleat work around the world, and is underpinned by three broad aims:- Enhance the occupational safetyand health profession- Collaborate to build strategicpartnerships- Influence and strengthen impactglobally4These strategic priorities will only berealised if IOSH’s workforce of thefuture is agile, flexible, proactive,high-performing and customerfocused.04
Enabling organisational transformationAs the world’s leading and largesthealth and safety membershiporganisation and the only Charteredbody for health and safetyprofessionals, IOSH is committed tosustaining its charitable aims andmeeting its three aims (collaborate,enhance and influence) to achieve itsvision. In order to realise this vision,we need to have a diverse, modern,agile, innovative, creative andbusiness-efficient workforce.To achieve the aims and objectivesof IOSH’s five-year business strategy,WORK 2022, our People Strategy willbe enabling and support its delivery.Equally, our People Strategy willrespond to our internal drivers fortransformational change and theever-changing world of work, bysetting out IOSH’s vision for thefuture and how it will achieve itspeople aims.In 2016–2017.IOSH connected with over 25,000new followers via social media; weawarded 1.3m in funding for newresearch; our membership grew by1,700 to nearly 48,000; 170,000people successfully completedIOSH training courses; over 4,3006The People Strategy is a ‘live’ anddynamic plan, responding to changesin trends, employment legislation, andto HR best practice. More importantly,it’s able to respond to IOSH’s futureneeds and ensure our People teamcontinues to play an integral role bybeing an enabler for the business inmaximising the potential of its people.people attended our conferences;our No Time to Lose campaignresources were downloaded over22,000 times; 530 professionalsbecame Chartered Members andwe welcomed 32 new Fellows;and 456 meetings were organisedacross 41 branches.Leadership is liftinga person’s visionto high sights, theraising of a person’sperformance to ahigher standard,the building of apersonality beyondits normal limitations.Peter DruckerManagement consultant,educator and author06
Internal drivers for fundamental changeThe People Strategy definesIOSH’s ambition for itsworkforce – the right peoplewith the right skills, highlymotivated, high-performingand business-efficient.The strategy has been shapedand developed in response to thefollowing key business drivers:IOSH five-year business strategyWORK 2022, our corporatestrategy, will enable IOSH todeliver its overall vision of asafe and healthy world of work.Digital agendaWe must embracenew ways of working,harnessing the benefits ofusing the latest technology.The People Strategy will work inpartnership with the IT Strategy toensure the business has a digitally‘savvy’ workforce.Workforce feedbackThe strategy incorporates theviews of all IOSH managers,and employee feedbackthrough different forums, egwider leadership working groups, our‘Transforming Together’ programme,staff feedback exercises and employeesurveys.07People team’s professional inputThe People team’s professionalexperience and knowledgehave been instrumentalin creating a strategy andimplementation plan that will enableIOSH to meet its strategic priorities,achieve the greatest impact, complywith employment legislation, andadopt HR best practice.Achieving the greatest impactStrategic outputs havebeen prioritised to ensurethose key people issues thatachieve the greatest impact for theorganisation are addressed. Wherethings are ‘good enough’, they will bereviewed later in the transformationaljourney.Senior managersWe’ve listened carefully tothe feedback from our seniormanagers to understandtheir frustrations, challengesand aspirations for the peoplemanagement agenda.Organisation transformationBusiness transformation can onlybe achieved through thedevelopment of our mostimportant asset, our people,and the introduction offlexible processes andinnovative technological solutions.We also need to ensure our basicpeople management processes andinteractions are customer-focusedand efficient, enabling managers tobe confident and empowered �s important thatwe’re able to recruitfrom a diverse talentpool to attract the best and helpthe organisation meet its futurechallenges. Valuing equality anddiversity can have a substantial impacton our ability to be creative and fosterinnovation, and a diverse workforcewill help us understand the needs ofour stakeholders and customers.SkillsOur ambition is to moderniseour ways of working andimprove our employee skillsbase to help the organisation meet itsfuture challenges.Organisational changeOur organisation-widetransformation programmewill address three areas:- People – enabling IOSH to becomean inclusive, high-performing,innovative, creative and efficientplace of work.- New ways of working – deliveringa work environment that enablesstaff to connect, communicate andcollaborate.- Operating model – ensuringour policies and procedures areproportionate, simplified andconsistently niormanagersDiversitySkillsOur PeopleStrategyAchievingthe ofessionalinputWorkforcefeedback03
The rapidly changing world of workCompetitive environmentWe are operating in a competitiveenvironment in which it is becomingincreasingly difficult to attract, retainand reward high-performing staff.Given the increased use of technology,the workplace is becoming moreagile and flexible, with employeesexpecting to see an increase inflexibility, including the use of remoteworking technologies.10Line management relationshipsThere is also a shift in the employee–manager relationship, with employeeswanting managers not simply tomanage but to demonstrate strongaspirational leadership and vision tosupport them to achieve their fullpotential.Future employees’ expectationsPeople typically select potentialemployers on the basis of a number ofpersonal factors and no longer expectto remain with one employer for life –they will look for new opportunitiesif their individual needs are no longerbeing met. The employee of thefuture has an expectation of beingable to achieve a work–life balanceand to work flexibly in a way that isoutput-driven rather than governedby traditional working patterns.To meet the needs of the futureemployee and to achieve its strategicaims, it is vital for the organisation totake a strategic and planned approachto the management of its people.10
Future workforce – 2022 visionThe organisationThe organisationOurenvironmentOuremployeesThe IOSHemployeeThe IOSHmanagerOur working environment of thefuture will be inclusive, agile andefficient, fostering innovation,creativity and high levels ofperformance. The organisationwill have strong inspirationalleadership and engaged employeeswho understand IOSH’s vision andthe contribution they can maketo upholding and demonstratingIOSH’s values and behaviours ineverything they do. Employees willbe empowered to be innovative andcreative, work collaboratively acrossthe organisation, and embrace andcelebrate their diversity.The IOSH employeeBusinessenablers11The PeopleteamNew waysof workingOperatingmodelEmployees will be highly motivated,skilled, competitively rewarded,and encouraged to demonstratecreativity and innovation. They willwork collaboratively and inclusivelywith their peers across the business,sharing the common aim of deliveringthe right business outcomes for IOSH.The IOSH managerAll levels of management willdemonstrate inspirational leadershipby listening to their teams,empowering employees to achievetheir full potential and work withtheir peers to operate as one team,sharing the same values and vision toachieve the right outcomes for IOSH.The People teamThe People team will be a strategicbusiness partner, embedded into thebusiness, proactively advising andempowering managers to be greatpeople leaders. Employment policies,procedures and interventions will besimple, clear and business-focusedto enable the organisation to attract,retain, develop and competitivelyreward high-calibre employees.NeNew ways of workingIn the future, we will be usingflexible processes and innovativetechnological solutions. By closelyaligning with our business strategyand vision, we will sustain a cultureof innovation, agility, responsivenessand creativity, with all of our endto-end processes customer-focused.Innovative solutions will transformour service experience and ourconnectivity with our stakeholdergroups.Operating modelOur future operating model will makethe best use of employees, enable theorganisational strategy, reduce costs,ensure there is clarity of roles andaccountability, support innovationand improve flexibility.07
Our new directionEmbracing changeto support IOSH’stransformationaljourneyIOSH ‘TRANSFORMING TOGETHER’ PROGRAMMEeaCreating a cultureof engagementand wellbeingDeliveringinspirationaland effectiveleadershipHOW WE WILL DELIVER OUR OBJECTIVESee – Businessvit-ONEIOSHdern – AgileOUR KEY DRIVERnt – DivercieseiffMoDevelopingour skills andbehaviours tomake IOSHa great placeto workAttracting, networkingand retaining thebest talent–CORPORATE VISION AND STRATEGYAchieving our businessgoals throughout ourhigh-performing andflexible workforceovative – CrThe plan sets out clear actions,timescales and the measures ofsuccess, initially over a one-yearperiod. After the completion of thefirst year, we will review our progressand the needs of the business todevelop our plan for years two, three,four and five.Our People plan – 2022 VisionDelivery of the plan and its outputswill be achieved via the ‘TransformingTogether’ programme.nn–IOur six inter-related strategicaims are future-focused andunderpinned by a peopleservice implementation plan.14
How we will get thereAchieving our business goals through a high-performingand flexible workforce, we will:Attracting, rewarding and retainingthe best talent, we will:- Create a culture of collaboration,innovation and creativity to enableour employees to fulfil theirpotential and be high-performing.- Look at all possible resourcingroutes and not simply considerlike-for-like replacement orexternal recruitment. Whileresourcing decisions will bedriven by business needs, ouroverarching strategic aim will be,where possible and appropriate, toflexibly deploy our employees andprovide our future, aspiring talentwith the opportunity to developtheir skills and experiences.- Use our strong brand to createan inspiring and motivatingemployer brand, harnessing thelatest technology and social mediaplatforms to attract new talent tojoin IOSH to either start or furtherenhance their careers.- Regularly review our rewardsand flexible benefits packageto ensure it remains relevantand competitive, and continuesto support our need to attractthe best talent to deliver ourorganisational aims and objectives.- Where appropriate, use incentivesto attract the best talent, enablingus to effectively recruit incompetitive skills sectors.-- Undertake organisational designactivities to plan for our futureneeds and meet changes inour workforce, so that we canstrategically succession plan for thefuture.- Actively profile the diversity of ourapplicants to ensure we continueto be an inclusive employer andour workforce is reflective of ourglobal membership.Ensure we retain the right peoplein the right place at the right time,demonstrating the necessary skillsand behaviours to meet our aimsand objectives.-Have crucial conversations withour employees to understand theircareer aspirations, both in andoutside of IOSH. We will balancethis approach against the need tohave a certain level of consistencywithin the workforce to ensure wedon’t lose the skills and experiencewe require to deliver our businessobjectives.-Implement a new on-boardingprogramme to ensure newemployees can engage anddevelop into their roles effectivelyand feel immediately connected tothe organisation.- Introduce a new performancemanagement process to supportmanagers to regularly reviewperformance, address underperformance, and recogniseand praise high performance.Similarly, our employees will beable to ask for support to ensurethey meet the performancestandards required and work in anenvironment that promotes andencourages high performance.- Create a new resourcing model,which will support our ambition tohave a flexible workforce that canrespond to business needs, whiledeveloping talent for the future.Culture is aboutperformance, andmaking people feelgood about how theycontribute to thewhole.Tracy StreckenbachFounder of HillviewConsulting LLC15- Provide a package of affordable,simple-to-understand rewardsand flexible benefits, which istransparent and encourages highperformance.- Use e-platforms to demonstrateto current and prospectiveemployees the total value of theiremployment package.
How we will get thereDeveloping our skills and behaviours tomake IOSH a great place to work, we will:Delivering inspirational andeffective leadership, we will:- Create a culture, supported by anew performance managementprocess, which requires allemployees not only to performto their full potential, but todemonstrate the organisation’svalues and behaviours in everythingthey do.- Invest in key skills development toensure our senior leadership teamprovides strong, clear, inspirationalleadership by inspiring their teamsto achieve their full potential andachieve transformational change.- Develop and implement a newbehavioural framework that willapply to all employees across theorganisation, ensuring consistentstandards of behaviour in all of ourinteractions, both internally andexternally, with stakeholders, peers,colleagues and customers.- Focus our learning anddevelopment activity on the thingsthat will support the delivery of ourbusiness objectives.- Take a holistic approach to careerand skills development to ensureour employees are supported toseek opportunities to engage inprojects, work with new colleagues,and gain new skills and experiencesto enhance their development.- Adopt a ‘just in time’ approach tolearning, ensuring our interventionscan respond to changes and thedemands of the business.- Create a virtual learning hubto support a culture and mindset of continuous learning anddevelopment, to enable the sharingof ideas and experiences across theorganisation.- Create career pathways to enableemployees to plan their careerjourneys with IOSH.- Develop our leaders and managersto be ambitious, creative andbusiness-focused, to lead andmotivate the teams they managewith inspirational leadership,resulting in individuals achievingtheir full potential. At the sametime, our managers will have theconfidence and skills to addressunder-performance to ensure theorganisation continues to be highperforming.- Ensure our leaders and managersare the champions of ourvalues and behaviours, andare responsible for addressingcolleagues who do not act in linewith those values and behaviours.When people are financiallyinvested, they want a return. Whenpeople are emotionally invested,they want to contribute.Simon Sinek, author- Identify, nurture and develop theleaders of tomorrow so that weare capable of meeting futurechallenges.18
How we will get thereCreating a culture of engagementand wellbeing, we will:Embracing change to support IOSH’stransformational journey, we will:- Create a working environmentwhere staff wellbeing is anintegral part, and businessdecisions take into accountthe impact on staff wellbeing.-Continually review theorganisation’s people managementprocesses and procedures toremove/reduce ‘bureaucracy’and make them simple, businessfocused and compliant withlegislation. This will empower ourleaders and managers to ensureconsistent application.-Create an HR framework andservice-delivery model thatsupports and encourages managerself-service and empowersmanagers to be confident ‘people’leaders.-Identify opportunities foremployees to become championsof new ways of working in theirteams, and to support theircolleagues with the transition.-Create and sustain relationshipsand partnerships with otherorganisations to help usbenchmark our performance,develop our metrics, identify newpractices and trends, exchangeinformation and deliver keyprojects.- Create a safe working environmentwhere staff feel able to discussand ask for support to ensureboth their physical and mentalwellbeing, so that they can reachtheir full potential and be aneffective member of the team.19- Build a strong engagement culturewhere employees feel they arelistened to, valued, involved,informed and, more importantly,have different opportunities andways to feed back.- Create an inclusive, respectfulworking culture in whichemployees are recognisedand praised for their efforts,innovation, creativity, flexibility,and diversity.Strive not to be a success, butrather to be of value.Albert Einstein
Our People Team’s service commitmentsOur managers and leaders will play avital role in delivering the outcomesfrom our strategy, with the Peopleteam acting as an enabler, workingalongside the business.As well as implementing the strategy,our People team will continuallyreview and improve the servicesthey deliver across the organisation,providing proactive, pragmatic andbusiness-focused advice and guidanceto empower and develop ourmanagers and leaders to be greater‘people managers’ of the future.Our interaction with ourstakeholders will be:Professional – a servicewhich is diplomatic,discreet and maintainshigh standards of conduct andprofessionalism at all times.Proactive – constantlyforward-thinking andhorizon-scanning to ensureour services, advice and supportaddress issues before they arise.Business-focused –providing pragmatic adviceand support, which is notonly legislatively compliant but isdriven by the needs of the businessand is ‘business fit’.Enabling – empoweringour managers to makeinformed decisions basedon sound advice and support sothey can become confident ‘people’leaders, increasingly using the Peopleteam as a consultancy service as theirreliance on the team reduces.Monitoring progressWe will regularly assess ourprogress against our year oneplan to ensure we remain focusedand deliver our objectives. Themechanism for review will beregular quarterly progress reportsto the IOSH Business ManagementGroup (BMG).Our servicesProfessionalProactivePeople teamBusiness-focusedEnabling22
Year one people planAttracting, rewarding and retaining the best talentEmployer valueproposition andon-boarding projectJuly to September 2017Develop IOSH’s employer value proposition (EVP)Review our recruitment and selection techniques andmaterialsDelivering inspirational and effective leadershipManagementand leadershipdevelopmentprogramme Develop and implement a new e-recruitmentapplication portal and candidate application trackingsystemJune to August 2017Design a new leadership development programmeSeptember to October 2017Design a new manager development programmeNovember 2017 Design and launch a coaching skills programmefor managersJanuary 2018Develop and launch a generic skills developmentprogramme for all managersOctober to December 2017 Develop and implement a new employee onboarding programme – all staff and manager-specific Develop and implement a new corporate inductionprocess for all staff and one specifically formanagers/leadersPay and rewardframeworkJuly to August 2017 Develop a reward and recognition framework,including a review of the job evaluation schemeSeptember to December 2017 Develop a new pay schemeJanuary 2018Review current benefits and develop new employeepackageMarch 2018 Implement a new, online, total reward platform23Developing our skills and behaviours to make IOSH a great place to workGeneric skillsdevelopmentemployeeprogrammeJune to October 2017Analyse and understand generic skills trainingrequested by employees as part of their performancereview processTraining needs to be mapped out against businessneeds and year one deliverables from the WORK 22programmeSeptember 2017Design a generic skills development programmefor all employees
Embracing change to support IOSH’s transformational journeyAutomatingpeoplemanagementprocessesJuly 2017 Create and review ‘as is now’ process maps foreach people management processAugust 2017 Create and review ‘to be’ process maps for eachpeople management processSeptember to October 2017 Create and review new processes in the peoplemanagement system, CascadeNovember 2017Pilot new processesDecember 2017 Create and review new processes, includinginformation sessions for managers on applicationReview of allemploymentpolicies andproceduresMay 2017Review the contents of all of IOSH’s peoplemanagement policies and procedures, to ensure theyare business fit and legislatively compliantIdentify any unnecessary processes or stages inprocedures or policies that need to be removedIdentify any policies and procedures whichare missing, need to be removed or be revisedIdentify guidance and information that needs to beremoved, policies and procedures turned into FAQs,and guidance notes and information that can bestored on the intranetJune to August 2017Create new policy/procedure templateCreate new guidance notes and FAQ templatesAmend relevant policies and proceduresPlace all new policies and procedures into newtemplatesCreate relevant FAQs, guidance notes and flowcharts using the templatesSeptember to October 2017Create new policy/procedure templateNovember to December 2017 Create new HR intranet pages constructed around‘employment life cycle’Upload guidance fact sheets, flow charts, FAQs,checklists, policies and proceduresRevise the employee handbook26
t 44 (0)116 257 3100www.iosh.co.uktwitter.com/IOSH nkedinyoutube.com/IOSHchannelInstitution of Occupational Safety and HealthFounded 1945Incorporated by Royal Charter 2003Registered charity in England and Wales No. 1096790Registered charity in Scotland No. SC043254This document is printed on chlorine-free paper produced from managed, sustained forests.IOSHThe GrangeHighfield DriveWigstonLeicestershireLE18 1NNUKCOR4217/200717Our vision:A safe and healthyworld of work
agenda IOSH five-year business strategy 07 03 Internal drivers for fundamental change The People Strategy defines IOSH’s ambition for its workforce – the right people with the right skills, highly motivated, high-performing and business-efficient. The strategy has been shaped and developed in response to the following key business drivers:
Shaping the future - a review of 2016-17 and our new strategy for 2017-22 Extending our reach IOSH's expertise is in demand across all kinds of . to speak at events such as the Asia-Pacific forum of the International Labor Organization (Bali, Indonesia) and the conference of the American Society of Safety Engineers
IOSH's Future Leaders programme Higher education institutions Creating demand - OSH skills and knowledge Employers driving change through collaboration and innovation. Working together, setting the key knowledge and skills required to create safe and healthy work environments for their employees. Universities working to provide young people .
IOSH, the Chartered body for safety and health professionals, is committed to evidence-based practice in workplace safety and healt
Unit-V Generic competitive strategy:- Generic vs. competitive strategy, the five generic competitive strategy, competitive marketing strategy option, offensive vs. defensive strategy, Corporate strategy:- Concept of corporate strategy , offensive strategy, defensive strategy, scope and significance of corporate strategy
NEBOSH HSE Certi cate in Health and Safety Leadership Excellence (1-day course) IEMA Foundation Certi cate in Environmental Management (5-day course) IEMA Certi cate in Environmental Management (15-days split across three weeks) IOSH Managing Safely (3-days) IOSH Safety for Executives and Directors (1-day) The Astutis Approach 01 02 02 03 03 .
Managing your IOSH officialTwitter account 06 Good examples The East Midlands branch has been on Twitter for a long time. The branch originally started as ‘unofficial’ but has recently trialled how the ‘official’ Twitter accounts will look for the networks. East Midlands Branch – @IOSHeastmidlands
This template is based on the CIPD Risk Assessment template, IOSH guidance, and is also based on known BJSS ways of working. When deciding on action required you should reference the hierarchy of controls as explained in IOSH Risk Assessment Guide. “Any mitigation controls devi
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