Commercial in Confidence
Investors in People
Review Report
For
Chartered Society of Physiotherapy
Written by Julie-Ann Hayes
Investor in People Assessor
On behalf of Capital Quality Limited
20 November 2008
Commercial in Confidence
Contents
Page No.
►
Introduction
3
►
Benefits gained from Investors in People
3-4
►
Executive Summary
4-5
►
Areas of particular strength or effective practice
5-6
►
Areas where development could be considered
6-8
►
Assessment Findings
►
Recommendation and next steps
►
Options for your next Review
9-30
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 Introduction
The Chartered Society of Physiotherapy has been recognised as an
Investor in People since 2002 and this review represented an
opportunity to gain feedback from staff about their understanding
and involvement with the business.
The CSP continue to use the Investors in People framework to help
provide an external benchmark for effective HR practice and
continued development.
This report explains why the Assessor is totally satisfied that the
‘Chartered Institute of Physiotherapy’ continues to meet the
requirements of the Investors in People National Standard.
I would like to take the opportunity to thank everyone who took
part in the review and thanks to the HR department for arranging
the interviews.
 Benefits gained from using Investors in People
Investors in People has provided an impartial benchmark review to
help the CSP focus on continued development. IiP provides a
structured framework to help address HR development. This helps
to link into the corporate planning process that is now focused on
tangible targets and objectives.
Focused HR strategies have been recognised and promoted by Top
Managers to help address:
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Leadership capabilities
Management effectiveness
Staff and member engagement
External and internal communication – cross-collaboration
Recruitment and retention of staff
Customer Service
Work life Balance
Equality & Diversity
Continued improvement.
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 Executive Summary
There are strong systems and processes in place to help drive CSP’s
strategy forward and crucially, learning and development is fully
supported by top managers. The CSP has invested in time, cost and
resources to help strengthen the corporate planning process.
Corporate objectives are now more tangible and will help to focus
on actual improvement measures. Consultation is strong throughout
the organisation and people genuinely feel involved in the business.
Although an on-going process, the majority of people welcome the
increased focus on cross-collaboration between different functions.
People believe this will help to clarify direction and increase
understanding on how different people contribute to the
organisation.
People value access to a dedicated HR department and believe there
are many opportunities to learn and develop. Internal and external
training helps to address different learning styles – recognition of
different learning styles is important due to the variety of roles
throughout the CSP.
The corporate and functional plans all help to address learning
needs. Leadership and management training will help to focus on a
collective approach to leadership and build on previous
management experience. People have a good sense of what to
expect from their managers and clear direction was highlighted as
an important factor. Despite a continued focus on management
development, managers were described as accessible and
encouraging. A minority of people believe they had to sometimes
‘push’ their manager for regular reviews due to the increased
managerial workload - managers sometimes cancelled reviews.
However people know of their ‘rights’ and take a lot of responsibility
and ownership for development. This means that appraisals and
development reviews are valued. People believe they are
worthwhile giving people an opportunity to reflect on performance
and focus on future developments.
The majority of people believe they are recognised for their input
but would also value more personal feedback from senior managers.
They appreciate senior managers have external demands but feel
more visibility would help raise morale across the organisation.
Regular development reviews and support from the HR department
help to clarify objectives for training, and people were able to refer
to many examples where learning and development had improved
their skills and behaviours. The new corporate planning process
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should help to strengthen links of training to the actual performance
of the organisation.
Working parties and forums such as CSP Active, the Green Group
and Equality & Diversity for example were believed to be important
to help increase communication and networking between different
functions. People also believed the groups helped to gain new skills
and develop specific interests.
Continued review and evaluation of learning and development has
helped to review individual and team needs. The balanced business
scorecard is helping to focus on tangible outputs at corporate level.
The CSP is now in a strong position to work on sophisticated HR
strategies such as Talent Management, Work-life Balance,
Corporate Social Responsibility and External Benchmarking for HR
practice. These strategies would all help the organisation to be ‘fit
for the future’ alongside continued government change and updates
in legislation.
This review was carried out using the Investors in People standard.
However the Assessor found many examples that would exceed the
Investors in People Standard. This could be recognised by
considering a Profile Review – as defined below. This option is not
mandatory but the Assessor believes the organisation would benefit
from exploring this concept - to help reinforce good practice and
provide external benchmarking with other organisations.
Congratulations on continuing to meet the Investors in People
Standard!
 Areas of particular strength or effective practice
The following is a list of good practice characteristics or features
found during the course of the site visits. These are recognised as
being of good practice or exceeding the requirements of the
Investors in People Standard: Strategic Planning – The corporate planning process involves full
consultation with relevant stakeholders and has been reviewed and
evaluated using business process tools such as the Balanced
Scorecard. Staff and council believe they have been fully engaged
with the process.
Culture & Communication – There is strong evidence to indicate
how people believe diversity and equality is supported across the
organisation. There are Intranet forums to help people have
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discussions about issues affecting them in the workplace. Flexible
hours are genuinely considered to help recruit and retain people.
People believe they are trusted to make decisions and there is a
strong sense of autonomy.
Developing People – Leadership and management development
continues to remain at the top of the agenda for the CSP. This will
help to drive collective leadership and provide direction across the
organisation. Major investment in the Senior Management Teams
development is taking place throughout 2009.
Developing People –Different learning styles are also considered
and the CSP is very open to considering internal and external
development. The impact of learning and development is regularly
reviewed before during and following activities. Despite efficiency
drives, learning and development is considered to be a major
priority and investment for the organisation.
Managing Performance – People believe appraisals and
development reviews are worthwhile to help reflect on
achievements and focus on plans for the future. This is reinforced
via regular one-to-one’s with managers so that there are ‘no
surprises’ during reviews.
Benchmarking – CSP are keen to obtain external feedback about
practices throughout the organisation. This helps to reinforce good
practice and focus on continuous improvement.
 Areas where development could be considered
These represent areas found during the course of the site visits
where the organisation might consider improving. Actions are not
necessary to meet the Standard: Recognition and reward – people appreciate recognition and
appreciation from senior managers. Ensure senior managers
including the CEO make an effort to ‘walk the floor’ regularly to help
keep in touch directly with staff issues. Ensure all areas of the
organisation continue to be recognised.
Understanding of roles – people would appreciate more clarity on
how different roles contribute to the organisation. Recent
restructures have helped to improve understanding but people are
still curious about how different departments impact on the whole
organisation. Guest speakers from different departments could help
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to clarify some of these ‘myths.’ This could include presentations
from field and home workers.
Development – consider how secondments to different projects or
different parts of the organisation could enhance teamwork and
learning. This could be incorporated as part of the Learning at Work
events or for longer term projects.
Ownership & Responsibility – there is a perception that not
everyone is engaging in or supporting core learning and
development. For example people believe those not attending
management development or equality and diversity could benefit
and increase their awareness. They believe this would improve
teamwork and for some members of staff, ‘take off the blinkers.’
Induction – Staff who have ‘converted’ from a temporary contract
to a permanent one are not always given the full corporate
induction. Despite them being competent in their current job role
they could be missing out on the bigger picture. There may be
reluctance to undertake a full corporate induction but nevertheless
it is important that they receive and understand the complete
picture and have an awareness of how different roles contribute to
the organisation.
Career Development – review strategies around talent
management. How can people use their unique talents and achieve
their potential. People appreciate that there is not always scope for
promotion but believe other ways of developing their career could
be explored.
Other staff comments
People believe IT in parts of the organisation is slow and
cumbersome. However they stated CSP is aware of these issues. It
nevertheless remains an area of frustration particular when people
are trying to continually improve their services to members.
Continuous Improvement - there is now an ideal opportunity to
promote continuous improvement and explore the Investors in
People Profile framework.
The scope and content of Profile level 1 is exactly the same as the
Standard and represents good practice where as level four (the
highest possible level) represents excellent practice:
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It opens up new possibilities and challenges you to
continuously improve by setting a high bar at Level 4
It looks at how deeply embedded good practice has become
within your organisation, and how effectively strategy has
been converted into culture and everyday practice.
It offers you an opportunity to benchmark your performance
across the range of people management and development
activities by comparing your organisation’s achievement to
averages for other leading employers
It helps you to focus on achieving your vision, through better
planning for the future and tighter integration with your
business strategy.
Specific areas within the profile framework that may be of interest
to the CSP include:
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Indicator one - social responsibilities, core values.
Indicator two - innovative and flexible ways of developing
people, preferred learning styles.
Indicator three - recruitment and selection, work-life balance,
talent management.
Indicator four - leadership and management strategy linked to
external good practice.
Indicator five - role models, sharing knowledge, inspirational
leadership, coaching.
Indicator six - reward and recognition strategy, benefit
strategy.
Indicator seven - consultation and involvement, continuous
improvement.
Indicator eight - mentoring opportunities, innovative and
cost-effective learning and development solutions.
Indicator nine - return on investment for people strategies
and reporting mechanisms to stakeholders.
Indicator ten - internal and external benchmarking to review
and improve strategies for managing and developing people.
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 Assessment Findings
Developing strategies to improve the performance of the
organisation
An Investor in People develops effective strategies to improve the
performance of the organisation
1. A strategy for improving the performance of the
organisation is clearly defined and understood Indicator Met

Top managers make sure the organisation has a clear purpose
and vision supported by a strategy for improving its
performance.
The CSP have a clear purpose and vision that is further supported
by four priority areas for 2005-10.
CSP Vision
The CSP seeks to ensure that all those working in physiotherapy
are:
 Recognised by their essential contribution to the well-being of
patients and the general public;
 Respected for their expertise, high clinical standards and
evidence based practice;
 Rewarded for their skills and problem approach to patient
focused care.
CSP Purpose
 The CSP is a progressive, dynamic, member-centred organisation
that aims to:
 Lead and support all members in developing and promoting high
quality, innovative patient care;
 Protect and further advance the interests and working lives of
our members;
 Raise the profile of the profession and influence the health care
agenda;
 Work openly in partnership to meet the diverse needs of both
our members and their patients.
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The strategy for improving performance is described via ten specific
outcomes:
1)
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3)
4)
5)
CSP improving working lives
Physiotherapy positioned as key to health and wellbeing
CSP becomes a research-aware organisation
A ‘sharper’ approach to the delivery of CSP services
Maximise the strengths, skills and individual contributions of
CSP leaders
6) Embed diversity in all we do
7) More engaged membership
8) Increased influence and enhanced relationships with
stakeholders
9) CSP resources and influence maximised through AHP working
10)
Sustained financial success.
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Top managers make sure the organisation has a business plan
with measurable performance objectives.
The strategy described above interlinks to specific functional plans
for the following departments:
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Chief Executives Office
Finance Facilities & Membership
Communications & Marketing
Practice & Development
Employment Relations & Union Services.
The strategy is further defined using activities, output measures,
and outcome targets.
Not all targets can be defined as measurable. However the CSP has
continued to improve this area by accessing tools such as balanced
scorecards and mind mapping. The result has led to a clearer
business plan that includes targets such as:
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Develop the leadership and ‘corporacy’ of the SMT – 70% of
staff agree or are neutral about benchmark statements by the
end of 2009.
Implement a CRM – increase in the number of members with
profile data from 44% (August 2008) to 70% by the end of
2009.
A lot of time and investment has been invested to improving the
corporate planning process and this will continue to be part of
continuous
improvement
alongside
senior
management
development.
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
Top managers make sure there are constructive relationships
with representative groups (where they exist) and the groups are
consulted when developing the organisation’s business plan.
The CSP is the trade union and professional body for
physiotherapists and assistants representing members on an
individual and collective basis. People believed that consultation is
very strong with members, staff and external stakeholders
throughout the AHP. Opportunities for collective and individual
discussion include:
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Annual representative conference
Steward & safety reps network
Branches – enable members to meet and exchange views on
any subject
Regional boards – act as advisory body to the council
reflecting the view of CSP members in that region
Council – consists of 13 nationally elected members
Management group
HR Group
Industrial Relations Committee
Regulatory board.
People confirmed that they were asked for their opinion about
functional and corporate plans, and how restructuring or changes in
systems and processes would affect their roles.
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Managers can describe how they involve people when developing
the organisation’s business plan and when agreeing team and
individual objectives.
Managers believe that they involve people with the business plan
and objectives by:
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Volunteering people for working groups – Green Group, CSP
Active
Conducting regular one-to-one meetings individually and via
telephone calls
Conducting regular staff meetings including the general staff
meetings
Regular e-mail updates
Updates via the Intranet
CSP magazines
Conducting appraisals and development reviews.
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
People who are members of representative groups can confirm
that top managers make sure there are constructive
relationships with the groups and they are consulted when
developing the organisation’s business plan.
People believe the organisation is open and transparent and there is
‘no shortage’ of information to know what is happening. The
business planning process starts in March/April for the following
year. People believe there is therefore a constant flow of
information leading up to the final production of the corporate and
functional plans in September for the following year. People
described how they were asked for their opinions on initial drafts,
and believed their opinion and input was appreciated.
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People can explain the objectives of their team and the
organisation at a level that is appropriate to their role, and can
describe how they are expected to contribute to developing and
achieving them.
Everybody interviewed were very clear on their job role and could
describe their priorities for the team. Recent restructures have
helped people to have a broader sense of the whole organisation.
Involvement in working parties such as the Green Group and CSP
Active have helped people to network more with their colleagues
ands begin to learn about different job roles. Involvement with
functional plans and continued discussions via one-to appraisals and
development meetings enable people to understand where they ‘fit.’
‘The scorecard had helped us to articulate what we are about.’
‘We get so much information…it would be useful sometimes to just
get the main summary.’
‘I find the function meetings really useful as they help us to plan
strategically as a team.’
2. Learning and development is planned to achieve the
organisation’s objectives - Indicator Met
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Top managers can explain the organisation’s learning and
development needs, the plans and resources in place to meet
them, how these link to achieving specific objectives and how the
impact will be evaluated.
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
Managers can explain team learning and development needs, the
activities planned to meet them, how these link to achieving
specific team objectives and how the impact will be evaluated.
Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
CSP has a dedicated HR department that is supported by a HR
Manager, Training & Development Manager, HR Adviser and HR
Assistant. This is further supported by an HR Group (representing
Council members) a L&D Committee and local branches that
organise specific courses and seminars. The 2008 training
programme identified the following areas:
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Harassment & Bullying in the workplace
Equality & Diversity at work
Mental health
One-to-one coaching
Appraisals
Health & safety
Balanced Scorecard.
Managers described how external and bespoke courses were
sometimes necessary to help meet the needs of certain roles. IT
specialist knowledge is gained via access to journals and flexible OU
courses. Facilities management skills are updated via accredited
courses through recognised institutes. Development needs are
considered with what is required for the organisation. For example
the leadership programme is linked to the key outcome: Maximise
the strengths, skills and individual contributions of CSP leaders.
Induction training is linked to more engaged membership and
increasing leadership skills of the Council.
Managers believe functional plans, appraisals, one-to-one’s and
development reviews help to focus on team and individual training
needs. However needs are also considered throughout the year
dependant on issues arising.
The corporate plan highlights leadership and diversity to help meet
corporate outcomes and personal objectives of staff. The HR
operational plan for 2009 has prioritised the following training:
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CRM training
Financial training
Induction/training for Council members
Leadership programme.
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Learning and development is delivered using coaches, mentors,
internal and external trainers, external consultants, colleges,
seminars and conferences. There is a dedicated budget for
development and this incorporates resources for the delivery of core
‘corporate’ training for all staff. Staff have access to £1400 per
annum for a professional qualification should the need be relevant
to organisation needs.
Development is reviewed by HR and managers immediately
following training, via one-to-one’s, appraisals, development
reviews, the HR group, the management group, and when reviewing
functional and corporate plans. The new format for producing
functional plans helps to highlight corporate outcomes and priorities
form the outset when identifying activities. This will refine and help
to capture the benefits and outcomes for training and development.
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People can describe how they are involved in identifying their
learning and development needs and the activities planned to
meet them.
People believe that they are able to explore how they can access
training through one-to-one discussions with their manager and
external coaches, appraisal and development reviews and
discussion in team meetings. People believe the T&D manager helps
people to focus on corporate development needs alongside team
and individual requirements. People believed they are able to access
internal courses such as Emotional Intelligence and Mental Health.
However where external training was considered to be appropriate
and related to the job, people were able to attend conferences,
seminars and sign up to college courses to help gain accredited
qualifications.
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People can explain what their learning and development activities
should achieve for them, their team and the organisation.
Regular one-to-one’s, appraisals and development reviews all help
to reaffirm the objectives, outcomes and benefits for learning and
development. Involvement with functional plans help people to
understand the purpose and potential impact of learning and
development – particularly related to continuous improvement.
People believed mental health training helped them to think about
workload and how they could manage this more efficiently.
Participating in working groups such as the green group and
diversity group gave people more of an awareness of the whole
organisation and how different departments could communicate.
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3. Strategies for managing people are designed to
promote equality of opportunity in the development of
the organisation’s people - Indicator Met
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Top managers can describe strategies they have in place to
create an environment where everyone is encouraged to
contribute ideas to improve their own and other people’s
performance.
Top managers recognise the different needs of people and can
describe strategies they have in place to make sure everyone
has appropriate and fair access to the support they need and
there is equality of opportunity for people to learn and develop
which will improve their performance.
Managers recognise the different needs of people and can
describe how they make sure everyone has appropriate and fair
access to the support they need and there is equality of
opportunity for people to learn and develop which will improve
their performance.
Findings for the three evidence requirements above have been brought
together as the evidence is interlinked.
Managers believe people are encouraged to contribute ideas by
having access to regular one-to-one’s, development reviews and
team meetings. Development reviews are well embedded into the
planning process and the HR department are able to facilitate and
source training at individual, team and organisational. Reviews are
used to inform training needs analyses but this is also reinforced via
regular conversations with managers, individuals and the HR
department. Working parties have helped to increase participation
and involvement with staff. For example the ‘Ideas into Action’
group is helping to improve processes such as voicemail and diary
allocations. Intranet forums have also been created to help ensure
people from minority groups can express their ideas.
Managers described how they communicate and meet with all staff
to ensure their development needs are met. This includes home
workers, part-time, full-time and job share members of staff. The
intranet is also used to update workgroup agendas, minutes and
update about training courses.
Training is met using internal
courses, external coaches, flexible learning, structured college
courses and access to seminars and conferences.
Equalities and diversity has been a main priority for the CSP and
diversity training has been targeted for everyone throughout the
CSP. There is an Equalities and Diversity group made up of
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representative members of the Society to help ensure equality
issues are addressed.

People believe managers are genuinely committed to making
sure everyone has appropriate and fair access to the support
they need and there is equality of opportunity for them to learn
and develop which will improve their performance.
People believe the CSP advocates learning and development and
they appreciate the continued investment and access to different
forms of training. Various types of training help to address needs for
different learning styles, different working hours and work life
balance. People believe learning and development is supported by
senior management - this helps to ensure training is valued and
always addressed during appraisals and reviews. People genuinely
believe there are opportunities to continue to develop to help
improve their performance.
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People can give examples of how they have been encouraged to
contribute ideas to improve their own and other people’s
performance.
People believe they have been encouraged to contribute ideas
using:
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One-to-one’s with managers
Regular team meetings
Participation in working groups – CSP Active, Green Group,
Diversity Group, HR Group
Access to discussion forums on the Intranet.
The Ideas into Action group in particular has helped people to
consider improvements across the business. For example voicemail
protocol has helped people to update their personal message so
that internal and external customers can manage expectations and
requests for help.
4. The capabilities managers need to lead, manage and
develop people effectively, are clearly defined and
understood - Indicator Met

Top managers can describe the knowledge, skills and behaviours
managers need to lead, manage and develop people effectively,
and the plans they have in place to make sure managers have
these capabilities.
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Specific skills and knowledge for particular management roles are
highlighted within person specifications and include:
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Strong and confident presentational skills
Able to make the most of technology including familiarity with
using a contacts management system
Proven experience in delivering improvements in services to
meet customer needs
Ability to think and act strategically within a business planning
process
Experience as a physiotherapy clinical practitioner
Critical analysis, synthesis, research and evaluation skills
A high level of numeracy and financial awareness
Project and change management experience
Knowledge of current developments affecting the health
sector.
Capabilities of managers are reinforced by behaviours that are also
specified in person specifications. They include:
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Strong interpersonal and influencing skills
Leadership and management skills with a proven commitment
to the development of staff
Teamworking skills
Ability to lead and manage a diverse team of professional
staff
Commitment to an open, inclusive and supportive
management style
Assertive with the ability to lead and motivate individuals.
The corporate plan has now been developed for 2009 and explicitly
highlights leadership as:
‘Outcome 5 – Maximise the strengths, skills and individual
contributions of CSP leaders.’
Emphasis is on leadership and developing the skills throughout the
Council and SMT. This is hoped to:
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Clarify roles and contribution
Council members to be fully engaged with recruitment and
retention
Have a shared understanding of the SMT leadership role
Understand individuals SMT strengths, skills and contributions
Have a collective approach to leadership and provide direction
across the organisation.
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These targets are further reinforced in the HR operational plan that
refers to the leadership programme for SMT and Unit Heads.
Plans in place to help address leadership potential and the above
criteria include a leadership development programme.
The
programme is primarily aimed at the SMT and will involve
diagnostics – including psychometrics – workshops and seminars,
executive coaching, mentoring and development of competencies.
The programme will be reviewed after 6 months to help produce an
exit strategy. It is hoped that new skills, management techniques
and evaluation of leadership styles will be cascaded to unit heads
and other managers. Meanwhile management development will
continue to be addressed as part of the corporate programme with
access to coaching and individual management courses.

Managers can describe the knowledge, skills and behaviours they
need to lead, manage and develop people effectively.
The following examples were described by managers as being
necessary to help them lead, manage and develop people
effectively:
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Passionate about the business
Lives the values
Leads by example
Professional at all times
Inspirational
Gives clear direction
Motivates
Listens
Encourages
Supportive
Accessible
Challenges
Involves
Consults
Seeks peoples opinions
Coaches and mentors
Gives constructive feedback
Supports development
Trusts people.
People can describe what their manager should be doing to lead,
manage and develop them effectively.
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People believe their manager should be able to:
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Provide direction
Be available and accessible
Be knowledgeable
Be professional
Communicate effectively and regularly
Trust people to do the job
Respect people for their opinions
Motivate the team
Be understanding about work life balance
Be appreciative of all roles
Understand the impact of how roles link into different areas of
the organisation
Recognise everyone for their input
Be visible and personal across the whole organisation.
Taking action to improve the performance of the
organisation
An Investor in People takes effective action to improve the
performance of the organisation through its people
5. Managers are effective in leading,
developing people - Indicator Met

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managing
and
Managers can explain how they are effective in leading,
managing and developing people.
Managers can give examples of how they give people
constructive feedback on their performance regularly and when
appropriate
Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
Managers believe it is important to show professionalism at all times
in the workplace. Managers believe it is important to continue to
support people’s development and look at different ways of
accessing training. Managers are very supportive of corporate
training and external training is considered with team and individual
needs. Managers believe they encourage people to participate in
working groups such as Diversity, Green Group and CSP Active.
Managers use different forms of communication to help ensure key
messages are cascaded. This includes e-mails, updates on the
Intranet and staff meetings.
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The annual appraisal and 6 month development reviews provide a
framework to help managers have quality time with people to help
recognise achievements and focus on areas for improvement.
However managers also believe it is important to reinforce these
meetings with more regular informal one-to-one’s, staff meetings
and conference calls.
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People can explain how their managers are effective in leading,
managing and developing them.
People can give examples of how they receive constructive
feedback on their performance regularly and when appropriate.
Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
People believe their managers are effective by:
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Encouraging access to further development
Supporting internal and external training
Trusting people to do their job
Accessible
Involving people in producing the functional plans
Asking for people’s opinions
Encouraging participation in cross-working groups and forums
Considering flexible working
Reviewing how previous skills (gained from other
organisations) could be used
Inspirational and leads by example
Energetic
Puts people at ease
Clear and priorities
Understanding
Inclusive
Open to suggestions
Practices the values of the organisation
Helping people to grow in their jobs
Committed and passionate
Recognising and highlighting people’s contribution to Council
members and to senior managers
Enabling and encouraging people to challenge and question
decisions
Conducting regular appraisals and development reviews
Conducting regular one-to-one’s and more informal meetings
Facilitating regular team meetings
Being proactive
Being diplomatic.
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‘As a manager it is important to ask the right questions and focus
on the individual.’
‘My manager has helped me to understand the context of the
organisation. This has helped me to lead the team.’
‘Appraisals are useful but it is important that all managers are
trained up before they do this.’
6. People’s contribution to the organisation is recognised
and valued - Indicator Met

Managers can give examples of how they recognise and value
people’s individual contribution to the organisation.
Managers believe they recognise and value people’s contribution by:
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Encouraging participation in working groups and different
forums
Supporting learning and development
Recognising how skills gained from other jobs and
experiences can contribute to the CSP
Highlighting individual contribution at SMT and Council
meetings
Acknowledgement for contribution via staff meetings, the
Intranet Council meetings and e-mails.
The HR group has recently acknowledged how the Ideas into Action
scheme could help implement proposals for establishing an annual
award for specific staff members. This would help ensure a crosssection of staff would be considered for recognition and contribution
to the organisation.

People can describe how they contribute to the organisation and
believe they make a positive difference to its performance.
People believe they contribute to the organisation by:
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Answering more calls to customers – providing support
and advice as part of quality service
Raising the profile for the CSP – lobbying, networking
and giving presentations at conferences
Improving library resources – retain and recruit
members by providing access to research and resources
Improving the internet and intranet resources - retain
and recruit members, improve subscriptions
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
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Space audit plans help to improve efficiency of
workspace and communication between teams
Review website to make it more personal to members.
People are very aware of the need to provide professional and
quality services to members and council members. As a result
people believe they have to be flexible in their job roles and
approach in order to accommodate changes in the profession.

People can describe how their contribution to the organisation is
recognised and valued.
People believe they are genuinely appreciated for their work and
contribution to the organisation. Continued support for learning and
development despite, ‘efficiency drives,’ enables people to feel
valued. They appreciate access to learning and believe there is a
variety of training offered. People believe they are valued as they
are ‘trusted’ to get on with the job and often have autonomy when
managing their workload. Verbal acknowledgement from senior
managers and written acknowledgement in bulletins helps people to
feel appreciated. People also believe they are valued when asked for
opinions and ideas about various initiatives. The Ideas into Action
scheme helps people to channel ideas to SMT for consideration.
People also appreciate having the opportunity to participate in
working groups such as Diversity, CSP Active and the Green group.
‘I am not so sure if an employee of the month certificate will make a
difference….but it comes with the best intentions.’
7. People are encouraged to take ownership and
responsibility by being involved in decision-making Indicator Met

Managers can describe how they promote a sense of ownership
and responsibility by encouraging people to be involved in
decision-making, both individually and through representative
groups, where they exist.
Managers believe they promote responsibility and ownership by
encouraging people (staff and members) to participate in working
groups such as Health & Safety, Industrial Relations, Learning &
Development Committee, HR Group and Equalities & Diversity
Group. Other initiatives include the Ideas into Action Group, the
Green Group and the recently formed CSP Active forum. The
different groups represent a cross-section of people from different
areas of the organisation.
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Managers believe discussions and consultations about the corporate
and functional plans help to stimulate debate. This is reinforced by
holding regular one-to-one’s and development reviews with staff.
The corporate plan now clearly identifies specific roles and
responsibilities and who will be leading on strategies and initiatives.
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People can describe how they are encouraged to be involved in
decision-making that affects the performance of individuals,
teams and the organisation, at a level that is appropriate to their
role.
People can describe how they are encouraged to take ownership
and responsibility for decisions that affect the performance of
individuals, teams and the organisation, at a level that is
appropriate to their role.
Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
People believe they have been encouraged to be involved in more
decision-making, and take ownership and responsibility by being
able to participate in cross-functional groups. Initiatives such as Ideas
into Action, the Green Group, Diversity, and Health & Safety for
example have all helped people to think outside their immediate
work function and think about the wider implications for CSP.
Training such as Mental Health and Equality and Diversity at work
has helped people to think about how their individual actions impact
on team members and people from different departments. Flexible
working and job share have enabled people to be more time
efficient and take action with more decisions.
People generally believe managers encourage people to take
decisions, ownership and responsibility in their job roles and provide
access to guidance or support when required.
8. People learn and develop effectively - Indicator Met

Managers can describe how they make sure people’s learning
and development needs are met.
Managers believe they ensure learning and development is met by:
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Conducting regular one-to-one’s
Conducting appraisals and development reviews
Conducting regular staff meetings
Consulting people about changes in processes and functional
plans
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
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Meeting with HR to discuss team needs
Reviewing learning and development with corporate
objectives and ongoing priorities
Highlighting development within the corporate plan, functional
plans and inductions
Continuing to invest in corporate and external learning and
development
Recognising that people learn in different ways – considering
different ways of learning such as flexible courses, seminars,
conferences, reading
Supporting the Training Policy statement
Supporting membership of professional bodies
Considering time off for study (9-12 days per year).
People can describe how their learning and development needs
have been met, what they have learnt and how they have
applied this in their role.
Everybody interviewed believe they have access to learning and
development and there are opportunities to discuss further
development. Appraisals and development reviews are now
recognised as ‘part of what happens’ every year. However people
believe this represents valuable time to focus and reflect on
development opportunities. The following examples indicate how
learning and development has been met.
Core Training
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Equality & Diversity at Work – raised awareness of how
different groups could be affected by comments and attitudes.
Helped to integrate principles into the EHU services.
Beyond Dolphin Music – helped to recognise causes and
impact of stress personally and in the workplace.
Emotional Intelligence – helped to look at career and lifestyle.
Team Training

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Strategic SMT away-days – helped to explore balanced
scorecard and focus on key corporate priorities. Helped to
explore
most
effective
way
of
encapsulating
and
disseminating information to key stakeholders
CSP Enquiry Handling Unit Development Day – has helped to
promote a more personal approach to callers, for example
referring to them personally by first name.
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Individual Training
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Coaching sessions – helped to explore how career can be
managed and potential in job can be explored
Bespoke training – cataloguing courses has helped to
summarise information
Postgraduate training (includes Masters and Open University)
– have helped to raise professional status and look at
practices outside the organisation
Emotional Intelligence – helped to boost confidence.
People who are new to the organisation, and those new to a role,
can describe how their induction has helped them to perform
effectively.
People new to the organisation described how they benefited from a
structured induction. This involved meeting members of different
teams and understanding how different groups contributed to the
whole organisation. People found this process very useful and
explained that induction continued with support from their line
manager and the HR department. People changing roles benefited
form support via development reviews and access to the Training
Manager who would help to identify further support as appropriate.
This could include participation in relevant working groups, access
to specific training such as First Aid, Health & Safety or
management development. One-to-one coaching had also been
made available to people to help them adjust to new management
roles.
Evaluating the impact on the performance of the
organisation
An Investor in People can demonstrate the impact of its investment
in people on the performance of the organisation
9. Investment in people improves the performance of the
organisation - Indicator Met

Top managers can describe the organisation’s overall investment
of time, money and resources in learning and development.
There is a strong appreciation of the investment in learning and
development amongst top managers. Cost can be attributed to
corporate and individual training – including leadership and
management development – attending seminars and conferences
and the cost of employee’s time away from the organisation. The
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Training Policy clearly states how staff may access financial support
for professional and accredited qualifications, membership of
relevant professional bodies and help towards course text books
and literature searches. There is also dedicated study time for
relevant qualifications.
An average of £500 per head was spent on staff training and
development during 2007. Substantial investment will continue
including implementation of the leadership programme due to start
towards the end of 2008.

Top managers can explain, and quantify where appropriate, how
learning and development has improved the performance of the
organisation.
Learning and development is reviewed and evaluated after each
course and activity using:
 Consultation and discussions with trainers and managers
 Team meetings, the Learning & Development Committee,
Management Group, The HR Group, Health & Safety Group
 One-to-one’s with staff and managers and HR
 Appraisals
 Development Reviews.
A Training & development annual report is produced each year and
this highlights the impact of development across different areas in
the CSP. This includes separate reports for the Chief Executive
Office, Practice & Development, Employment Relations & Union
Services and Communications & Marketing. In addition evaluation
has been conducted for corporate training, team and individual
training.
Top managers believe the following examples of training have
improved the performance of the CSP:
Balanced Score Card – has helped to focus and clarify corporate
planning producing more tangible outcomes and measures
Customer Service – helped to personalise member queries
Emotional Intelligence – has helped to address work life balance
and networking with colleagues
External Coaching – helped to reinforce the role of a manager and
how to manage teams. Provided specific development for people
with different experiences.
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
Top managers can describe how the evaluation of their
investment in people is used to develop their strategy for
improving the performance of the organisation.
Evaluation of investment in people has been crucial to the CSP. For
example evaluation has helped to focus on improved customer
service for the Enquiry Handling Unit. Members of staff within this
unit have experienced a great deal of change in the last two years
including changes in management. As a result evaluation has
helped to focus on individual and team targets – staff are now
benefiting from regular one-to-one’s and more team meetings.
Evaluation has helped the CSP to focus on cross-collaboration,
matrix working and increased communication across the whole
organisation. As a result there are now more active working groups
and initiatives such as the Green Group, CSP Active and Ideas into
Action. The groups are represented by volunteers across the whole
organisation. Council members are represented via other forums
such as the Management Group, HR group and Industrial Relations
Committee. In order to respond proactively to external, political and
economic conditions there is now a strong emphasis on developing
the leadership qualities and potential throughout the CSP. The
management programme (including one-to-one coaching) has
helped people to focus on managing performance, Health & safety,
Harassment & Bullying and Recruitment & Selection. A Leadership
programme will now help SMT to focus on SMT strengths, skills and
potential contributions. This is hoped to cascade to all managers,
staff and council members to improve on the collective approach to
leadership.
Top managers are supportive of the leadership programme. Desired
outcomes and improvement on performance include:

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Council members clear about their role and contribution
Shared understanding of the SMT role
Strong leadership and direction across the whole organisation.
Managers can give examples of how learning and development
has improved the performance of their team and the
organisation.
People can give examples of how learning and development has
improved their performance, the performance of their team and
that of the organisation.
Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
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There is a strong appreciation of access to and opportunities for
learning and development. As a result people could refer to many
examples of how learning and development had improved
performance. For example:
Balanced Scorecard (Strategy Away-Days) – had helped the
SMT to focus on tangible outcomes for functions and the whole
organisation. As a result a focused outcome driven corporate plan
has been produced. The plan clearly defines measures, activities,
targets and key responsibilities.
Enquiry Handling Unit Development Day – has helped to
recognise the importance of personal service to members. Helped to
highlight the strengths and development areas for the whole team.
Working Groups – participation has helped to increase informal
communication across different areas of the organisation. The
recently formed CSP Active group is helping to improve informal
networks and discussion across different teams.
Corporate Training – people appreciate the range of courses
available and appreciate everyone will gain different benefits form
training. For example Beyond Dolphin Music helped to look at
causes of stress and how this can be managed in and outside the
workplace. Equality & Diversity had helped to focus on legislation
and raise awareness of minority groups and the impact on their
partners and families.
External and bespoke Training – access to accredited courses
such as CIPD, OU and seminars helped people to fee valued and
improve their confidence helping to raise their professional status.
Seminars and conferences were also particularly good for raising
the profile of the CSP and lobbying through increased network
opportunities. This has recently included attendance at political
conferences.
10.
Improvements are continually made to the way
people are managed and developed - Indicator Met

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Top managers can give examples of how the evaluation of their
investment in people has resulted in improvements in the
organisation’s strategy for managing and developing people.
Managers can give examples of improvements they have made
to the way they manage and develop people.
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Findings for the two evidence requirements above have been brought
together as the evidence is interlinked.
Evaluation is strengthened throughout CSP by using the following
processes:

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Appraisals
Development reviews
Team meetings
Dedicated HR support and advice
Regular one-to-one’s
Functional plans
Corporate Plans
HR Group
IR Group
Learning & development Committee
Annual Training & Development Reports.
Regular evaluation has helped to focus on the key drivers for the
organisation. As a result improvements for the way CSP will develop
and manage people include:

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Compliance to Balance Score Card when prioritising functional
plans
Enhance internal communications
Implement Leadership programme for SMT and Unit Heads
Promote staff wellbeing
Ensure CSP is an inclusive organisation
Review HR policies and procedures.
Managers believe they have improved the way they manage and
develop people by:
Balance scorecard approach - consulting and involving people
fully with the functional and corporate planning process. This has
helped to focus on more meaningful tangible targets with people
taking on more responsibility and ownership.
Inclusive & Collaborative approach – supporting and
volunteering people for working groups such as the Green Group,
Health & Safety Committee and CSP Active.
One-to-one’s – ensuring people have regular informal access to
support and advice particularly where people are home or field
based.
Equality & Diversity at Work –helped to increase awareness
throughout the function to help recognise staff and member needs.
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
People can give examples of improvements that have been made
to the way the organisation manages and develops its people.
People believe there is now a much more inclusive approach to
achieving objectives. For example people believe they are now
asked more about their opinion. This has been strengthened via the
Ideas into Action Group and involvement with the functional plans.
People have particularly appreciated access to external coaches as
this has helped them to focus on more efficient ways of managing
workloads. This has also helped people to recognise and focus on
potential areas for development. New core training such as Beyond
Dolphin Music has helped people to manage and identify causes of
stress. People believe this helped them to consider their work life
balance and appreciate the positive aspects in the workplace such
as team working. Team development days have helped people to
learn about different roles and how people contribute to the
organisation. Team development and time out of the office has been
particularly beneficial during a period of restructure.
‘I think the restructure has helped us to be more efficient and
business like.’
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 Recommendation and Next Steps
Having carried out the assessment process in accordance with the
guidelines provided for Assessors by Investors in People UK, The
Assessor is totally satisfied that The Chartered Society of
Physiotherapy continues to meet the requirements of the Investors
in People National Standard.
The Investors in People recognition is granted indefinitely, with a
proviso that reviews take place no greater than 3 years apart. The
organisation should discuss the timing of the next review with an
Adviser.
 Options for your next Review
Investors in People Profile
Investors in People Profile is an optional service for organisations
where, instead of a conventional post recognition review or
assessment, organisations can choose to be measured against the
Standard and compare their performance with other Investor in
People organisations. In addition to all of the usual benefits of
Investor in People Recognition, a Profile Review will give clear
guidelines for continuous development, provide an in depth look at
your strengths and weaknesses and highlight areas of good
practice. Profile is a premium product and the assessment requires
a higher financial investment.
Internal Review
Internal Review is a flexible review option available to all Investor in
People organisations. It was introduced because recognised
organisations identified that they wanted more involvement and
ownership of their post recognition reviews. Internal Review works
on selected principles of quality assured self-assessment and must
be conducted with the full involvement of CQL. We develop your
people to a nationally approved standard, providing you with an
internal resource to enable you to monitor your own performance,
target your resources appropriately and participate more fully in the
review process.

Investors in People Interactive
This free online support tool is designed to guide you through
development activities and help you maintain the benefits of using
Investors in People as an organisational development tool.
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Obtain an on-going understanding of your organisation’s current
strengths and development areas by using the tool’s diagnostic
function which is built around 5 management practices which relate
directly to the Investors in People indicators
You can also review and update your progress within the tool and
access a wide range of downloads, good practice tips, templates
and other resources to inspire and inform - no matter where you
are
on
your
Investors
in
People
journey
www.investorsinpeople.co.uk/interactive
Promoting continuous improvement
CQL offers an integrated advice and assessment support service, as
well as workshops, surgeries and networking events to promote
continuous improvement and maximize the benefits of working with
the Standard. Details of the support available to you can be found
on: Internet:

Telephone:
Email:

www.cqlgroup.co.uk
0207 016 1925
[email protected]
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