Categories

In this category, we will be looking to recognise higher level (Level 3 and above) quality apprenticeship programmes that provide great opportunities for learners to progress, support efforts to increase diversity and inclusion, and are integrated into organisations' wider workforce planning.

 The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people. This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • Evidence of good-quality mentoring, line management and on-the-job learning are crucial, as is high-quality training in the classroo
  • Evidence of impact on individual outcomes – such as learner satisfaction, engagement, and progression

If you are an apprenticeship levy payer, can you demonstrate evidence of how you maximised your return on these funds – and, in particular, any new standards you were involved in sponsoring?         

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises employers that have successfully delivered a major organisational change programme. As well as making demonstrable contributions to organisational performance, effective change programmes bring positive impacts to employees and/or clearly minimise the potential negative impacts.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made. What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How you ensured employees were properly informed and consulted, and their interests were taken on board
  • How you applied principles from psychology and other research on effective change management practice to support employees through the process
  • How you balanced continuing day-to-day operations with the delivery of change
  • How you ensured adoption of systems, processes, behaviours, attitudes

HR’s contribution through all stages of the programme, from informing the business case to measuring the impact.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

While new talent-development methods are always emerging, coaching remains one of the top three approaches that delivers tangible improvement and noticeable results in organisations. This award recognises excellence in coaching and mentoring initiatives that support organisational performance and success.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • A rationale for how coaches and mentors have been selected, supervised, supported and integrated into the programme
  • Creativity in using coaching approaches, such as one to one, group/teams, peers and communities of practice, developing in-house capability and in using technology.
  •  Evidence that the initiative is sustainable beyond its immediate impact and has the potential to lead to lasting cultural change and help introduce a coaching culture.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

Technology has become a huge driving force and enabler of successful HR and L&D practice. In this category, we’re looking for submissions from organisations that have understood their end users and their needs to build solutions that have delivered business benefits, met user needs and achieved strategic objectives through the innovative use of technology or digital solutions.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the client’s organisation’s strategic objectives?
  • How the work positively impacted the client organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • What makes your initiative stand out, including what you’ve done that’s innovative
  • Evidence of engagement and collaboration with stakeholders and intended users.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises employers who are genuinely dedicated to creating a diverse and inclusive workplace. Employers that are serious about diversity and inclusion ensure that all policies, practices and procedures are based on the principles of fairness and inclusion, and are regularly checked to identify and remove unfair bias. Becoming a truly inclusive workplace requires openness, transparency and authentic behaviour, driven by a core belief in equality of opportunity. Inclusive organisations ensure that all individuals are supported to work at their best.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • Details of the initiative your organisation has undertaken to create a diverse and inclusive workplace
  • Evidence of how you are breaking ground and overcoming challenges and resistance to drive sustainable change
  • Evidence of active support and positive practice from senior leadership.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

Employee experience is about creating a holistic approach around employee engagement and well-being that enables workers to have a voice and be their best. It involves understanding the role that trust plays in the employment relationship and making sure people are listened to. This category looks for entries where initiatives are having a clear and positive impact on employee experience and organisational performance.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative? Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • Evidence of strong working relationships and opportunities for voice and dialogue
  • Evidence of improved employee experience throughout the employee lifecycle
  • A culture of trust across the organisation.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises employers which place employee well-being centre stage within the organisation and have embedded a strong culture of workplace well-being. Investing in people’s health and well-being is good for business but it’s also the right thing to do. Successful programmes will be preventative and proactive in promoting people’s well-being, as well as demonstrating effective rehabilitation and return to work.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How your programme is rooted in effective leadership, culture and people management capability
  • How health and well-being activities are integrated across the organisation’s day-to-day operations.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

In this category we’ll be looking for entries from an individual consultant/consultancy who has worked with a client on a specific people-related project to address a strategic issue. The consultancy must include written permission from the client on the entry form and we strongly recommend the client attends the presentation to the panel of judges if you get through to the second stage.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the client’s organisation’s strategic objectives?
  • How the work positively impacted the client organisation and its people. This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How you worked collaboratively with the HR/L&D team and wider organisation to undertake a specific people-related project
  • The cost effectiveness of the project
  • Evidence that the project has led to long-lasting and sustainable improvement in the organisation.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters)

 

This award recognises how a creative and effective L&D initiative has contributed to the success of the organisation and its people. While face-to-face learning is most useful in some contexts, effective organisational learning now embraces a range of approaches such as mobile, socially collaborative, in-the-flow of work, and through communities of practice and peer support. We therefore welcome entries that embrace creative approaches to staff development and learning.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made. What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation.)
  • A clear link between the L&D initiative and business goals and development needs. You should also indicate the context for your activities, such as a change management programme.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises how a creative and effective L&D initiative has contributed to the success of the organisation and its people. While face-to-face learning is most useful in some contexts, effective organisational learning now embraces a range of approaches such as mobile, socially collaborative, in-the-flow of work, and through communities of practice and peer support. We therefore welcome entries that embrace creative approaches to staff development and learning.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • A clear link between the L&D initiative and business goals and development needs. You should also indicate the context for your activities, such as a change management programme.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

In this category we’ll be looking for entries from a supplier who has worked with a client on a specific people-related project to address a strategic issue. The consultancy must include written permission from the client on the entry form and we strongly recommend the client attends the presentation to the panel of judges if you get through to the second stage.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the client’s organisation’s strategic objectives?
  • How the work positively impacted the client organisation and its people. This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How you worked collaboratively with the HR/L&D team and wider organisation to undertake a specific people-related project
  • The cost effectiveness of the project.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters.)

 

In a competitive recruitment market, having an effective recruitment and induction strategy that promotes a strong employer brand, a positive candidate experience and taps in a wide pool of talent is crucial. And with the induction period being a key factor in employee retention, a one-size-fits-all induction process may not be fit for purpose. This award recognises employers who have designed and implemented a creative and effective external resourcing and strategy to address current and future needs of the organisation.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • Innovative improvements to recruitment and resourcing strategies, from employer branding to the candidate experience
  • The use, where appropriate, of workforce planning and organisation development skills to inform the initiative
  • The extent to which you have tailored your approach to reflect your organisational context; addressing business need with an understanding of the resourcing market in which it operates
  • Evidence of inclusive recruitment practices that value diversity and tap into underrepresented pools of talent.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

Reward and recognition are central to good people management. They can act as a major lever in supporting business objectives, improving employee performance, attracting talent and supporting constructive employment relations. Examples of initiatives in this category could include: the creation of an employee financial well-being strategy; a new pay structure; or a plan to reduce the gender pay gap.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • Evidence of the use of a variety of approaches to reward
  • How the organisation has tried to make the processes and outcomes fair and transparent.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises employers that promote and offer skills-based volunteering initiatives to build organisation capability and benefit society.  Employees support charities or community groups to better achieve their strategic or operational objectives, and develop their own skills through the process.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How well the skills-based volunteering initiative(s) is integrated into the organisation’s HR and L&D practices, and the level of take-up by employees
  • Whether the volunteering initiative makes the best use of employees’ skills to add real value to charities or community groups
  • Innovative initiatives with demonstrable impact for both the employer and society.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises small or medium-sized businesses (fewer than 250 employees) that have transformed the way they manage and develop their people in support of the workforce and wider business objectives

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made. What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How your people management approach has changed, including details of your activity
  • Evidence of intelligent use of resources in order to maximise effectiveness
  • How any barriers or challenges were overcome
  • What makes your initiative stand out?

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

Skills shortages and mismatches have been identified as a concern at the highest level of government, and the impending exit from the EU (IF IT HAPPENS…) means that more than ever before, organisations will need to identify and develop their talent, enhancing internal mobility and capability. This award recognises employers who have designed and implemented a future-fit talent management/workforce planning strategy to address current and future needs of the organisation.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • The use of talent management initiatives to develop and upskill employees, including identifying and supporting high potential talent
  • Evidence of inclusive talent management practices that value diversity.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

This award recognises HR/L&D teams that have demonstrated excellence across the organisation to meet both the needs of the business and its people.

The judges will be looking for:

  • A HR/L&D team that can demonstrate innovative and unique approaches to addressing either one key business issue across the year or multiple projects
  • Evidence of why this particular approach was suited to the needs of the organisation
  • A strategic approach to all aspects of HR/L&D management
  • Exceptional teamwork and leadership including working in a timely and effective way
  • A quantifiable contribution to commercial or organisational achievements because of exceptional team working
  • Reciprocal contribution and collaboration across the organisation to achieve common goals
  • Operational excellence in execution
  • How the work positively impacted the organisation and its people. This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters). 

 

This award will recognise an exceptional student who’s applied what they have learned from their studies to bring about real benefits to their organisation and its people. We’re looking for an outstanding individual who is currently studying or has recently (since 1 January 2018) completed a recognised CIPD qualification at intermediate/foundation level.

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How your studies (using evidence such as scientific literature and enhanced professional expertise) have enabled you to initiate and implement people-related improvements in your own organisation.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

 

This award will recognise an exceptional student who’s applied what they have learned from their studies to bring about real benefits to their organisation and its people. We’re looking for an outstanding individual who is currently studying or has recently (since 1 January 2018) completed a recognised CIPD qualification at postgraduate level

The judges will be looking for:

  • The range of evidence and information you used to inform the decisions made.  What was the driver for the initiative?  Does the initiative align to the organisation’s strategic objectives?
  • How the work positively impacted the organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence levels, staff turnover, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • How your studies (using evidence such as scientific literature and enhanced professional expertise) have enabled you to initiate and implement people-related improvements in your own organisation.

In addition, the judges will give extra credit to entries which embody one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).  

 

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