Branch Meeting

July 2014

New Branch Finance Model

Strengthening our Regional and Branch

Networks

CIPD Strategic Purpose & Direction

Careers and focus on Students

New Membership Model

We have the opportunity to discuss what interests you most

CIPD – Our shared purpose

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Promote and develop the Profession• Research to progress thinking and practice

• Policy leadership to champion the key issues

Be a Career and Capability Partner of choice• Recognise the different needs of members at each stage of their career

journey• Provide differentiated and valued solutions, professional and personal support

Set and maintain professional Standards• Enable the professionalism of individuals• Uphold Code of Conduct• Provide CPD solutions

As a Chartered professional body, our purpose translates into the following critical missions...

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The Profile of the Profession

Standards setting and maintenance

Thought Leadership through research

Access and commitment to a CPD agenda

and solutions

Relevant, differentiated and valued member

services and benefits

Connectivity through communities and

networks

Charter Status -independent

and trusted voice

Charitable Status - Purpose & societal

contribution

...drive a positive and proactive agenda that enables and builds

...for the benefit of members, the Profession, individuals, organisations, economies and society

These missions span a number of responsibilities and activities

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“I work in a Profession and belong to a Professional body both of which are recognised and valued”

“I am guided by the Profession Map and

governed by a Professional Code of Conduct”

“I have full access to all the latest research and best practice; both help

me do my job better”

“I am required to keep my CPD up to date.

Membership represents my Professionalism”

“Whoever I am, I can access tailored help and support at every stage of my career”

“I can connect to professionals just like me and benefit from

local CPD events and activities”

“I have a strong sense of belonging to a professional

body with Purpose, influencing Govt on key

Policy agendas and giving me a platform to give back”

“As a not-for-profit organisation I can be

confident that revenues will be invested for the

good of members and the Profession”

...combining to derive significant value for CIPD Professional Members

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...some of the more obvious and tangible benefits include

Framework for Future of HR and People Development

• Work• Workforce• Workplace

• HC metrics• Bus language of

HR • Data analytics

• Behavioural science• Psychology• Neuroscience• Values and ethics• Systems thinking

• Economy• Political and

regulatory

• Technologies• HR operating

models • HR capabilities

Better work and working lives

Insight on Changing Context

HR & Learning

Processes, Practices, Policies

Science of human and

organisational behaviour

Business, Commercial Insight, and

Analytics

The Profession for the Future

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Key Research and Policy themes

Human capital management & metricsEg. Valuing your Talent, analytics

Future of skillsEg. skills policy, youth unemployment

Rebuilding trust and healthy culturesEg. trustworthy leaders, fairness, trust in NHS

Changing nature of workEg. zero hour contracts, entrepreneurs,megatrends

Refreshing the CIPD

brand – what does ‘championing better work and working lives’ look and sound like?

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Developing a differentiated membership proposition

Evolving our member proposition and delivering strategic objectives

• Rationale for change

1.To deliver a differentiated member proposition better aligned to career and professional development

2.To provide relevant support at all stages of the member journey and to simplify routes into the profession

3.To promote the profession as a career choice and enhance the student proposition to focus on student recruitment and grow pipeline into CIPD

4.To grow all levels of membership, relationships, reputation and relevance and to reinforce the position of CIPD as the pre-eminent leader of the HR and L&D profession in the UK and influence in our chosen international markets

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Value of status and relevance of member proposition with grade progression

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Focus on student recruitment - pipeline into the profession

The touch-points are not necessarily chronological.

At each touch-point we will provide:1. clear, concise and inspiring information, advice and stories of real people /careers2. the opportunity for interaction face to face or online/telephone with experts for advice, support or feedback3. practical tools, services, events and networks that improve career success

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CIPD: your career partner ‘touch-points’

Proposed student journey

Position HR as an attractive and rewarding career option.

Schools, FE and HE PLUS Career advisors and channels.

Promote CIPD qualifications.

Support centres to attract CIPDstudents.

Provide students with study support during their programme.

Support employers – corporate partners

Contribute to study experience by providing an engaging

community they can interact and grow in.

Provide ongoing support towards their development and enable

them to progress in their careers.

Provide clear guidance and support to helping them achieve

professional membership.

© CIPD 2012

Revised student website navigation

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The immediate focus for 2014: Testing new career services: student and fellows

Website: regroup existing content, develop new in missing areas (webinars, webchats, case studies, videos, blogs etc) focusing on Student Members, Fellows and those changing careersor having a career break

Services: career workshops (all levels), career coaching service, CV /application feedback service, mentor matching, work experience/dissertation matching.

Materials: support packs for those from branches and others visiting our Student Members, careers events and school children

Review and extend to rest of membership as appropriate in 2014/15/16

From June 2014

Pilot June to

Dec 2014

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New Branch Finance Model

New Branch Financial model sets out to resolve 3 key questions

• how we better deliver our financial accounting commitments?

• adhere to legal/governance challenges• support the Treasurer role/skills challenges you can often face locally• address the resourcing challenges we have here in Wimbledon

• how we clarify and resolve the reserves situation?

• how we better calculate and administer the annual branch funds?

• better support and embed Business Plan completion

....not helped by the fact that CIPD and Branches operate on a different calendar year(1 July to 30 June and 1 April to 31 March respectively)

3 supporting documents will help us deliver the change

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Strengthening Regions and Branch Networks

Strengthening CIPD branch networks and regions to enhance local presence & impact

Pan London agenda and businessPlan now confirmed 7 Local branches (including new East London & Docklands branch)

Engagement with NAP teamEarly discussion on ambitions and possibilities going forward

Northern IrelandSustainable administrative support solution

Scotland6 months in situ, early wins emerging,with opportunities abundant and lots still to do

WalesNew boundaries and 3rd Welsh branch in progress.Pan-Wales meeting delivers a headline Plan

Channel IslandsJersey & Guernsey will become astand-alone branch from July 2014

John McGurk Head of CIPD Scotland

Louise HarleyEvents &

Partnerships Manager

Lee PangleaMarket

Development Manager

Shared Admin

Support

Donald GordonChair of CIPD Scotland

Branch Chair

North & islands

Branch ChairSEast

Scotland

Branch ChairWest

Scotland

Branch ChairMid

Scotland

Branch Committees and Volunteers

CIPD employed resources CIPD volunteer resources

One effort, working together to deliver impact locally

The Scottish model….led as ONE CIPD

Scotland was set up to:

Supported by:Conferences, events and partnerships

Member engagement and segmentationScottish research, data and insights

Supported by:Conferences, events and partnerships

Member engagement and segmentationScottish research, data and insights

3 clear and connected work-streams....

Thank you