MY CIPP
D uring 2019, the senior leadership team and board of directors outlined a ten-year strategic plan and four strategic objectives to support the growth of the CIPP. Those strategic objectives are: l to grow membership and brand awareness l leading innovation and engaging certified solutions l providing knowledge and skills to practitioners l providing governance and advice to all payroll professionals. While it’s important to have identified these strategic objectives, for these to be achieved, it’s imperative the strategic objectives are aligned with our ways of thinking and working. As such, an exercise was started in 2021 to review and develop our vision, mission, values and quality objectives. An exercise was started in 2021 to review and develop our vision, mission, values and quality objectives Current position The CIPP worked with employees and the board of directors to develop our current mission statement in 2006, but we don’t have a vision statement. Within business, it is widely accepted that a vision statement outlines where the organisation wants to be and what it seeks to achieve, broadly speaking, in line with its values. Whereas a mission statement should provide a brief overview of the organisation’s current purpose – who we are, what we do and why we’re here. Our current mission statement is: “Leading payroll and pension professionals through education, membership and recognition.” Our values were also identified at the same time, and these are: l authoritative knowledge l community l diplomacy l professionalism. We invest in our processes and ISO
9001, through which we have identified the following quality objectives: l respect for colleagues l key customer contact l improve customer care l improve membership retention and increase membership base l improve financial performance. Respect for colleagues was added in 2017. The other four quality objectives have been in place since 2004, when we first engaged with ISO. They are reiterated monthly through our team meetings. Although communicated within monthly team meetings, they aren’t publicised more widely. As such, members don’t know what the values are, which was demonstrated when asked within a recent survey. In addition, the language used is confusing and isn’t inclusive, so employees don’t consciously identify with these values and ways of working. What we did and what we wanted to achieve Research was undertaken during 2021/22 to establish whether our current mission, values and quality objectives were still fit for purpose, and what our vision should
Vickie Graham DipM ACIPP ACIM, business development director, the CIPP, shares our plans for the future, revealing our new vision, mission, values and quality objectives Leading the future of payroll and pension professionals
be. Members are surveyed annually through our Market Insight Survey .
It was also important to us to include our employees, including tutors, in this process and separate surveys were sent to all employees, tutors and board members to seek their views. The aim was to present a proposal to the CIPP board of directors which outlined: l a potential vision l the mission statement l revised values in line with our vision, mission, employee and stakeholder perceptions l revised quality objectives, aligned with our values l measures of success to be incorporated within the strategy action plan and employee appraisal process, ensuring the revised values are demonstrated. We wanted to develop vision, mission, values and quality objectives, which were: l fit for purpose l reflective of the views of our stakeholders l aligned with our strategic objectives l embedded into our culture and ways of working l known, understood, communicated and shared by the payroll and pension communities we represent.
| Professional in Payroll, Pensions and Reward | February 2023 | Issue 87 12
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