People, performance and principles - our co-operative difference

1. People, performance and principles - our co-operative difference Shelagh Everett, Co-operatives UK

2. Welcome • People, Performance and Principles – our Co-operative Difference • People / HR Forum – why another network ? • Our Co-operative Difference – do we use it enough ? • Co-operative UK’s experience – taking a co-operative lens to our people agenda • External trends opportunities and challenges • Co-operative challenge for HR / People professionals

3. Welcome to the Autumn Forum

4. So why another network ?

5. Part of our global co-operative DNA • Voluntary and open membership – membership is open to everyone • Democratic member control – all members have an equal voice in making policies and electing representatives • Member economic participation – all profits are controlled democratically by members and for their benefit • Autonomy and independence – co-operatives are always independent, even when they enter into agreements with the Government and other organisations • Education, training and information – co-operatives educate and develop their members as well as their staff • Co-operation amongst co-operatives  – co-operatives work together with other co‑operatives to strengthen the co-operative movement as a whole • Concern for community – co-operatives also work to improve and develop the community, both locally and internationally.

6. Career learning and insights

7. What is our co-operative difference ?

8. Team Plans Team Plans Team Plans Team Plans Team Plans ‘To build a better world through co-operation’ ‘to promote, develop and unite co-operative enterprises’ Co-operative UK’s framework Strategy to deliver vision and mission Setting the direction Annual Plan (key objectives, budget & KPI’s) Delivering the right things Individual Objectives

9. OUR WORK OVER 2011 Serve our members well - including through key events, guidance and governance and co-operative performance support - and set a new framework to grow our membership in the future Member Improvement • Key events • Co-operative performance • Advice • Membership Model • Working with member groups • Co-operatives Fortnight 2011 • International Year of Co-operatives 2012 mobilisation • Public Service policy • Campaigning • Co-operative education • New 3 year agreement with Co-operative Group • Funding model for future 3 year agreements • Organisation development plan • Strategic Action Plan for Holyoake House • Constitutional Review • Co-operation in the Age of Google consultation • Co-operative Innovation • Learning transfer Win positive influence on behalf of our members including work on public services, delivery of C14, plans for the International Year of Co-operatives, policies in a devolved context and wider co-operative education Campaign for Co-operation Business Development Secure a new 3 year agreement with Co-operative group and an investment in the capacity to deliver including a programme of action on organisation development and a strategic action plan on Holyoake House Innovation Consult on and start a new programme of co-operative innovation working with our members

10. Organisation Design People & Performance Man. HR & Reward Frameworks Affordability Strategic objectives Role & Development Frameworks HR Frameworks aligned to strategy and business

11. 3. Competency Framework 1. Perf. Man. Cycle 2. Hints & Tips 4. Perf. Review Form 5. Pay & Benefits Position Generic Roles Pay Structure Perf. Man Guidelines Bonus Rules Applying a co-operative lens to our HR agenda Core Reward Guidelines Guidelines Appendices Other Supporting Documents Reward Guidelines

12. External trends, opportunities and challenges

13. Employee engagement – authenticity – using our difference

14. Social change and views – threat or opportunity

15. Cooperative behaviour

16. Creating a co-operative difference for your business Adding value by using a co-operative lens

17. My challenge to HR/ People community