When, 5 years ago, we registered our commitment to take on Investors in People (IiP) through the East London Training Council, I am not sure that any of our senior managers understood the fundamental benefits that would be derived. Were we not already an organisation committed to people? Did we not already keep our 20 head office people and 100 field operatives informed of our progress? Okay, we did not include any of them in the business planning but surely that was just a distraction!

I will always remember that the first step on the road was to have an independent consultant undertake a blind review of your people. Questions would be asked of the organisation's attitudes to training. Well it went okay, but it came back loud and clear, lack of communication. We had developed a simple up and down management structure, with hand me down information trickled from person to person. As for those in the field, it just simply depended on whether you had been to head office recently, then you might know something. The stinging comment by a valued part-time member of the team, 'after 5 years I am still not quite sure what we do'. And so, back to the drawing board.

Yes, I read management technique books, but they just merely told you how to trim 1,000 people from your payroll and feel good about it. 'Defining inspiration was available from Ricardo Semler's 'Maverick' and Keith Blanchard's 'Raving Fans'. There you could read the simple messages of individual's inputs and if you are going to do it, then do it well.

We invented our own style and focused on the most basic entry level employees. In partnership with the National Training Agency we fundamentally changed induction programmes for their trainees. So successful that we twice received Training Employer of the Year award. Through the dedicated efforts of our Personnel Director, Del Hunter, we were spot-lighted as a UK Enterprise Company by the DTI. Then we put together the business plan with the people plan, and found an exterior consultant who could make sense of our various strands. Yes, we made it. IiP recognition and then the realisation that this was not just another badge on the letterhead.

IiP is a living award, you have to communicate not just the sense of achievement, but also the disappointments. When visiting field team members I could answer questions on how our Moscow or Washington DC offices were doing. Through email and printed matter we made strenuous efforts to keep ALL our people informed. The strategic significance of every colleague, team player, or MVP (Most Valuable Player) was acknowledged.

Then came the re-certification. Standards had been heightened, short on rhetoric, longer on measurable output. An advantage on having different assessors undertake your audit each time is their reaction to your best practice. They will share ideas because they appreciate your openness, the flow of knowledge is intensified. The financial benefit for IiP will only be achieved when the standard is fully implemented.

Most SMEs have a social conscience and wish to develop their co-workers. How can they best describe, in an inclusive term, colleagues, team members, etc. IiP has made our operating board a more inclusive place, able to adept performance dynamics and analysing the core capabilities of any individual. As he left our assessor said have you considered an award for EFQM. I leave you to think if we have.

Peter French is the Chief Executive of SSR Personnel Services, Europe's leading recruitment consultancy in the Security, Fire, Health & Safety sectors. www.ssr-personnel.com He is also the Assistant Regional Vice President of the European section of ASIS International, www.asisonline.org with 1,700 European members and 32,000 members worldwide.

Notes to editor, the following comments were made by our teams.

• 'they're interested in people here; it's not just money driven, unlike other recruitment companies'
• 'I joined because I'd heard about the training here; it's one of the reasons why I've stayed'
• 'it's not burn and churn here; this is the best job I've had so far', said one person who had had four jobs in five years

When asked the question - are employees encouraged to improve their own and others' performance:

• 'we're asked about our training needs on a regular basis'
• 'the company has a personal development fund; I've used this to pay for driving lessons'
• 'if you show an interest, they arrange training for you'
• 'you're not forced to do the training; it's down to the individual'
• 'we're always being given details of training opportunities'

When asked the question 'Do you believe your contribution to the company is recognised?'

• 'we have regular team meetings when we celebrate success'
• 'it helps that sales support staff are based in the team; this is much better than being in a central office'
• 'my manager is a friend as well as my boss; she cares for people'
• 'yes, that why I'm still here!'

Does your company have a plan with clear aims and objectives?

• 'we have weekly team meetings when we're able to review our progress with our manager'
• 'communication is very open and honest here; we have monthly meetings which everyone attends'
• 'there's lots of information in the induction pack; as we're always speaking to clients, we have to have a good understanding of the company'
• 'they believe in telling you everything here'
• 'information is readily available on the intranet'

Do you understand how to contribute to the company's aims and objectives?

• 'I was given a detailed job description at my initial interview; I was also set targets by my manager'
• 'we work to both team and individual targets'
• 'we all have input into the company meeting'
• 'people are expected to work as a team here'

Are you allowed to learn and develop effectively?

• 'I was given plenty of time to complete the induction workbook; I found it very helpful'
• 'I had a formal review after three months; I was asked again about my training needs'
• 'although I had 18 months' experience in a similar job, I found my initial training very helpful'
• 'you have to complete the workbook before you get your password to go on to the computer; I think this is a good idea'
• 'personal development helps to reduce stress levels'
• 'my manager tries to ensure that I put my training into practice; if necessary, we're given time to be able to do this'

For further details of this release contact:

Peter French

SSR Personnel Services Ltd
5 Blackhorse Lane
London E17 6DN

Tel: 020 8626 3100
Fax: 020 8626 3101

email: pfrench@ssr-personnel.com