In the UK, the world’s largest chartered institute for Human resource professionals are in the middle of their annual conference and exhibition.
In another blog I have been tweeting and blogging live some of the key points, but felt that this topic deserves a specific mention.
New CEO of CIPD
Just a few short months ago (July 2012), Peter Cheese took control of the reins of the Chartered Institute of Personnel and Development (CIPD) from Jackie Orme.
Orme herself, led the institute through significant change, reshaping the internal structures of the organisation, dramatically raising the public face of its policy and thinking. Much of this change was despised by a great deal of the membership, however, few can disagree that these changes have laid the foundation for radical and appropriate change for the future. I hope that Ormes successes will be remembered, for without much of the brave changes, the CIPD would not be relevant to businesses today.
At this year’s #cipd12 event Cheese addressed the membership and other conference attendees for the first time.
The next 100 years of the CIPD
2013 marks the 100th anniversary for the institute, all be it in a variety of names and shapes. Cheese outlined several factors that appear to be high on his agenda, now he has passed hist forst 100 days – the honeymoon is over, and the work begins.
Areas of focus and change appear to include:
- Offering regional services relevant to employers
- Re-engage with the Learning & development community
- Continue to recognise the changing landscape of who does HR
- Recognising that increasingly smaller businesses have different needs to the large corporates
- Wanting to engage with consultants and consulting firms more
- Start to support global markets for membership & services
What does this mean for members?
The recognition that the majority of employees are now employed in smaller businesses is a massive shift for the public face of the CIPD. For many members, the articles and policy statements have been increasingly irrelevant in recent years. Recognising this market is crucial. And it’s a lot more than just offering different ideas, the economics of these smaller firms means they are much more price sensitive to service offers, and they require more pragmatic solutions.
The recognition that many members are now operating in a freelance capacity is critical. As the workplace changes, so does the working patterns and the work methods for more senior practitioners change. For many years, the majority of freelance members have been talking about the reduced relevance of being a members of such a body – that now could change, but of course the devil is in the detail (and practice!).
The CIPD and Learning and Development (L&D) Professionals
There is no doubt that since the merger of the IPM & ITD several years ago, those professionals with a L&D bias have felt increasingly disenfranchised. They will receive this news with scepticism, but I hope that Cheese and his team will resolve this. I think he will, for in many firms L&D is part of the operations of a business, and they are often sustainable and key functions. It’s an important market for the CIPD. In recent years ITOL, BLD and LPI (IITT) have increased their membership because of the CIPDs failing to recognise these populations.
CIPD & HR Local
As firms get smaller, so more local presence is required. Working in association with membership branch teams (volunteers), there would be more reasons for small businesses to engage with both the institute and members of the institute – this can only be a win/win – providing it’s not a hierarchal approach, and both branch members and the staff in these areas are truly empowered to adapt and deliver what is needed on a changing landscape.
CIPD Culture & Style
Throughout the first day of the conference, we have heard a lot of the importance of culture. In particular: responsibility, lack of formal hierarchy, and to trust front line people to deliver the vision, but through what the customers are asking for. It will be interesting to see how the traditional tight hierarchy and controlling structures in the CIPD are changed to enable these changes to be implemented both in a customer (members) focus , and with pace and on a tight budget. To rebuild engagement will be one of the greatest challenges, particularly with the disenfranchised groups of freelance consultants and L&D practitioners.
The only way is UP… I hope!