Lowell Group’s journey to gold
We are proud to have become one of just 600 organisations nationwide and only the 18th in West Yorkshire to be awarded Investors in People Gold status.
The prestigious award is described by IIP as an achievement of ‘world class best practice’ and means we are considered to have the highest standards of people management and development that support our business goals.
Achieving Gold is recognition of the commitment and passion of our team members and testament to the fact that everyone is fully engaged in our vision.
First gold, now a Champion!
We are delighted to have been selected as one of just 200 companies in the UK as an Investors in People (IIP) Champion. This role involves encouraging and mentoring other organisations to become Investors in People Gold by sharing best practice. In the run up to our own assessment for IIP Gold we received a great deal of support and assistance from other Champions and we are looking forward to doing the same for other companies.
If you would like some support on your journey to IIP or to arrange a time to visit Lowell then please get in touch with us at firstname.lastname@example.org.
Our Better People really make a difference
Over 50 team members were interviewed as part of the assessment process which is designed to test:
- Understanding of Lowell’s vision, purpose and priorities
- Involvement in business decisions
- Relationships of team members with their line manager
- Learning and development opportunities
- Reward and recognition
Hear what some of them had to say about life at Lowell:
Our People Promise
One of the areas that helped us achieve Gold Status is our People Promise, a range of commitments
from Lowell to all our team members.
The promises are designed to support our people-focused
culture and we’re really proud that the assessors highlighted it as the direct quotes below show:
• Structured performance evaluation process evaluates people on measurable targets and how they display the company behaviours, creating a balance between the ‘what’ and the ‘how’
• Retention of our family atmosphere
• Visibility/availability of executive team
• Comprehensive and thorough induction programme
• Commitment to discussing team members’ aspirations and capabilities as part of performance evaluation
• Clearly defined purpose, vision, key performance indicators and priority projects which are well communicated and embedded and create a link between the company objectives, and individuals’ objectives
• Comprehensive People Promise; a range of commitments from the company to support and invest in the team
• Improved internal communication which is effective, informative and memorable; including Life at Lowell and plasma screens
• Embedded Lowell Behaviours – customer focus, drives success, drives change, open, teamwork, self-motivation
• Enhanced learning culture, supported by excellent materials and opportunities which allow people to develop and grow
• Inclusive learning strategy which ensures that people managers and directors all have opportunity to participate and develop
• Support for development from managers and team leaders, who actively encourage their team to apply for courses and undertake professional qualifications
• All individuals have personal development plans in place and are encouraged to attend learning events
• Development support including e-learning packages, external qualifications, CBT nuggets, coaching by managers, sharing experiences with colleagues, shadowing people, being seconded to different roles etc
• Dedication to recruiting from within
• A free gym for use on a pre-booked basis
• Lowell Giving and charities of the quarter
• ‘Recommend a Friend’ scheme to incentivise existing team members to recommend friends to Lowell
• Director’s Breakfasts show how team members can influence decisions and initiate ideas for the company
• Managers listen and take suggestions and ideas seriously
• Big Ideas Scheme encourages and incentivises people to put forward their ideas for improvement
• Action groups and project groups influence and change processes/introduce innovative ways of working. E.g. the IIP Action Group encouraged people to contribute ideas and improve the internal workings of the company as does the recently established Team Member Forum which provides people with a voice in the development of changes
• Employee of the Month scheme recognises people who have exceeded all expectations during the month
• Interviewees confirmed that to be nominated had a real and lasting motivational effect on them
• Annual awards recognise outstanding individual performance
• Positive contribution is recognised at a local level with managers having access to funds to recognise their teams
• Lowell auctions and fun days
• Subsidised parties
• Behaviour postcards are used by managers and peers to detail achievements and thank people for their efforts
Find our more about Lowell’s People Promise.
If you would like to find out more about Investors in People at Lowell please send an email to email@example.com.
Lowell’s Better Practices
This is an organisation which deals with customers who are in debt and could be vulnerable. It takes its social responsibilities very seriously and has initiated processes and behaviours to ensure that it conducts its business in a fair, ethical and sustainable manner.
People are proud to work for Lowell and receive the training they need to deal with customers with respect, sensitively and empathetically.
Lowell’s Better People
Lowell’s People Promise encapsulates the company strategy to build organisational capability through its people, to provide a range of learning methods which allow everyone to find the ‘right’ way for them, and to reinforce the culture of sharing knowledge and continually
improving the way things are done.
People are proud of the ethics of the company, their hard work but also the way the company treats them as individuals. A number of people stated that they felt that they were working for a family.
Lowell’s Better Systems
The company is very data rich and therefore is able to monitor performance at individual and team level with considerable accuracy.
The behaviours flow through the organisation and apply to all levels and roles. They are as applicable to the chief executive as they are to the most junior team member.
They are the glue which determines the way people act and react and define the competence that people, managers and directors display. The definitions are clear and descriptive; the levels of competency within the behaviours are easily understood. They are expressed in simple, readable language.
Lowell has a clear purpose and vision, the fulfilment of which is driven by Better People, Better Practices and Better Systems. Behind this aspiring statement lays a range of activities which support, construct and develop the company structures, organisation, systems and people.
I have no doubt that Team Lowell is certain that their efforts contribute to the company’s success and help it achieve its purpose.