Investors in People (IIP), the government initiative designed to enhance organisation training and development practices, adopted a new standard in 1999, which focuses on the development of a “training culture” within an organisation. Previous studies of IIP have been conducted on firms accredited using the old standard, and most of these have focused on large firms. Few studies have examined the process of implementing IIP through the eyes of people within the firm and from the point of view of all organisation members. Likewise few studies have examined the process by which accreditation for IIP is achieved under the new standard in small firms where various pressures to adopt the standard may result in significant and wide‐ranging effects on existing organisation culture. This paper discusses the differences between the old and the new standard from a cultural perspective and explores the challenges and impact of implementing the new standard in one small printing firm, Checkprint Ltd, through the eyes of those in the firm. The paper considers possible changes required in the way IIP is implemented and evaluates the applicability of methods used by IIP to determine qualification for accreditation. The paper concludes with implications and recommendations concerning the implementation of IIP.
Collins, L.A. and Smith, A.J. (2004), "Understanding the new Investors in People standard – lessons from experience", Personnel Review, Vol. 33 No. 5, pp. 583-604. https://doi.org/10.1108/00483480410550170
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