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Exploring employer behaviour in relation to investors in people

Key findings include: IIP was more likely to be seen as a business improvement tool among Human Resources (HR) staff, whereas senior managers tended to view the Standard as a more narrowly focussed framework for HR colleagues. The HR function tended to recommend, own and lead IIP accreditation, but senior managers, directors or the chief executive tended to make the final decision about whether to (re)accredit. Long-term accredited organisations understood the purpose of IIP and used the Standard to manage change, reflective of a continuous improvement philosophy. These employers adapted how IIP is applied to their organisation, and in doing so continued to make it relevant and ensure the longevity of its value. Previously accredited IIP employers felt IIP provided the firm with an initial one-off benefit, but had run its useful course within an organisation. For previously accredited employers, consideration needs to be given to how employers can continue to derive value from the assessment process. De-committed employers reported that the amount of work required implementing processes for a successful IIP accreditation were substantial. Some businesses may need additional support in enabling them to recognise and make use of IIP in tough business conditions, in a variety of circumstances.