Monthly Archives: October 2014

New training module for Dinamiks can help housing associations gain IIP accreditation

October 14th 2014, Chichester. Housing Associations interested in gaining Investors in People [IIP] accreditation are a target of a new training module for Dinamiks, the online employee performance management tool.

The module, available immediately, can help associations gain IIP accreditation by providing evidence that supports their submission.

IIP is the most successful good practice framework in the UK for gaining business improvement through development of staff. The Dinamiks training module helps association employees see what part they play in achieving an association’s aims and gain understanding and awareness of how their association operates, including how successful it is – or could be, if improved – in interacting with its local community.

“For many organisations, housing associations among them, achieving good practice can be a challenge because of the inter-related factors involved,” says Shirley Barnes, Client Relationship Director, Dinamiks Ltd, developer of Dinamiks. “The training module takes a lot of pressure off them.”

The module lists every step that is required to gain IIP accreditation and produces an audit trail per employee of the outcome of each step taken. It is this audit trail that IIP accepts as proof of meeting its standards.

The record of the audit trail is kept within Dinamiks on a secure server and is independent of a user’s own in-house data and analysis system, which helps to ensure that every aspect of the IIP accreditation process meets industry best practice standards.

The module allows a housing association to load all its training courses into Dinamiks. Any number of courses can then be linked to an employee’s performance appraisal form and associated with objectives that have to be met in order for accreditation to be attained.

In addition, the module complements Dinamiks’ existing employee performance planning [EDP] capability, which tracks all training, coaching and mentoring given to staff and links it to a performance objective, a competency or a value of the employer organisation.

About Dinamiks

Developed by Dinamiks Ltd, Dinamiks is used by SMEs around the world to carry out regular staff performance appraisals and record the progress of personal development plans against targets, and for the following further core activities: talent management; gaining IIP accreditation; identifying which staff are star performers [and why], and allowing poorer performers to be trained up; compliance; support of personal development plans; and ensuring staff pull in the same direction to the benefit of the business.

Available 24/7 via secure web access regardless of user location, Dinamiks reduces costs and inefficiencies; develops and motivates staff; aligns objectives with business goals; delivers appraisal analysis in real time; saves time in the appraisals process; helps in the setting up of competency frameworks; shows where training/coaching/other development is required; assists with issues around employment law.

More at: www.dinamiks.com

shirley@dinamiks.com

…ends…

Note to the press. For further information please contact:

Shirley Barnes, Client Relationship Director, Dinamiks Ltd

Tel (+44) (0)1243 538835  shirley@dinamiks.com

Or Paul Whitehead, Western Associates PR

Tel (+44) (0)1403 711177 paul@western-pr.com

Or Paul Whitehead, Western Associates PR

Tel (+44) (0)1403 711177 paul@western-pr.com

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Addressing organisational maturity issues with Verax’s enhanced OTI

Verax builds research findings about different levels organisational maturity and de-railers into its Organisational Transitions (OTI) tool

October 9th, 2014.  Odiham, Hants, UK. Verax International Ltd, as part of its on going research into organisational effectiveness, has isolated factors involving maturity of an organisation that can apply to organisations of any size and any market sector. The factors are responsible for organisational ineffectiveness in terms of hindering the achievement of corporate goals, customer satisfaction, ability to change and grow, staff retention etc.

The factors will be incorporated into Verax’s organisational change and effectiveness diagnostics tool, Organisational Transitions (OTI) effective from October 8th 2014.

“It is essential for organisations to identify and deal with systemic factors, or organisational de-railers, because they can have up to three times the impact of any positive effectiveness factor,” says Keith Bedingham, Chairman, Verax International.

Keith Bedingham, Chairman, Verax International

Keith Bedingham, Chairman, Verax International

“They may exist in strategy implementation, leadership, performance management and or in organisation structure, systems, processes and procedures. It’s important to get to the root cause of the reasons they exist and address it.”

Verax’s research revolved around identifying the source of organisational de-railers. Incorporating them into OTI will enable the tool to deliver yet more sophisticated results.

Says Bedingham, “The source is typically an organisation’s maturity level. The level has nothing to do with how long the organisation has been established but more with how the organisation is managed and how it, or its senior managers, responds to external events.

“As organisations become more mature, the de-railers diminish. Organisations have to be managed in order to achieve different levels of maturity. The journey is not necessarily linear and organisations can and do shift from more to less mature levels as well as from less to more.”

And Bedingham warns, “With the economic upheavals of the last five years or so, many organisations will have shifted to a less mature state than they might have been enjoyed earlier.”

About the levels of maturity

Low maturity organisations are likely to be focused on “efficiencies”, cost savings, monthly revenues, and compliance. Risk management tends to be ad hoc. Punishment and blame when things go wrong are the reward systems.

Selection is likely to be based on “technical” skills and behavioural fit and based on immediate need. Training and development is incidental, on the job and “technical”. 360 degree tools don’t work due to low levels of trust.

Organisation structure is likely to be hierarchical and siloed.

Decision making is likely to be based on information provided by management and based on limited criteria. Senior managers appear to be more interested in their own self importance with little attention paid to other stakeholders’ interests.

The above attributes mean that immature organisations have difficulty breaking through various plateaux e.g. revenue levels, growth etc. Growth typically occurs through major external investment, mergers/acquisitions or unexpected larger sales. Organisations may not be at the same level on all factors at one time.

Medium Maturity Organisations

Here managers are thinking about at least a five year plan, new market innovations or a new business model.

Management tends to be aligned to longer term objectives. Executive evaluation is part of the culture. Stakeholders and other external influences contribute to decision making. There is common risk assessment based on understanding the causes of risk.

Learning and development becomes more sophisticated including professional use of 360 degree tools, coaching and performance management. Selection is done with an eye to the future.

High Maturity Organisations

Here the concern is to translate business value into societal value. Managers and staff are motivated to serve the needs and objectives of the Company which is being re-shaped for the next 20 years.

Diverse perspectives are sought and used. There are likely to be heavy hitting non execs on the board. Risk is embedded in daily activities, prioritised, evaluated and responded to accordingly.

Organisation structures are likely to be more complex e.g. matrix, partnerships etc. Learning is likely to be based on future organisational needs, involving a mix of approaches including 360 degree tools and coaching, directly aligned to the business aimed at creating appropriate business leaders.

Selection considers potential contribution, especially to growth, change, achievement and sustainability.

Many senior executives believe their organisation to be more mature than it is in reality. This results in frustration, poor management of change and disappointing business results.

For more information please contact Keith Bedingham on telephone +44 (0) 1256 395050 or email info@verax.co.uk

Verax – OTI link: http://www.verax.co.uk/organisational-bullets.html#oti-rt