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? How 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, retention, 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 classroom
  • 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?  How 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, retention, 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 as part of a principles led approach
  • 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
  • how you ensured the change was sustainable and made an ongoing contribution to organisational effectiveness
  • 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).

 

Best coaching and mentoring initiativeCategory Sponsor

While new talent-development methods are always emerging, coaching and mentoring remain among the top approaches that deliver 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? How 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, retention, 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/mentors and coaches/mentees have been selected, supervised, supported and integrated into the programme
  • creativity in approaches, such as; one to one, group/teams, peers and communities of practice, developing in-house capability and 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/mentoring 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).

 

 

Best digital/technology initiative in HR/L&DCategory Sponsor

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 HR/L&D 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?  How does the initiative align to the client’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, retention, 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.
  • how you used technology as part of a holistic, people-centric approach to HR


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 have a voice in their organisation and 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? How 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, retention, 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
  • how you used data, if appropriate, to inform and prove your inclusion strategies
  • 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? How 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, retention, 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 as a direct result of a dedicated initiative 
  • 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? How 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, retention, 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?  How does the initiative align to the clients’ 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, retention, 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 client’s HR/L&D team and wider organisation to undertake a specific people-related 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)

 

 

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 supplier 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?  How does the initiative align to your client’s strategic objectives? 
  • how the work positively impacted on your client’s organisation and its people.  This may include financial metrics (revenue, profits, ROI, productivity), customer engagement/satisfaction levels, people-related indicators (eg, absence, retention, 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 client’s HR/L&D team and wider organisation to undertake a specific people-related 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 people 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? How 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, retention, 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, business goals and development needs. You need to 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 people 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? How 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, retention, 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, business goals and development needs. You need to 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 a competitive recruitment market, having an effective recruitment and induction strategy that promotes a strong employer brand, a positive candidate experience and taps into 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 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? How 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, retention, 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 attraction, 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 help support business objectives, improve employee performance, attract talent and support constructive employment relations. Examples of initiatives in this category could include: the creation of an employee financial well-being strategy; the introduction of a new scheme to recognise exceptional performance through awards or accolades; 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? How 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, retention, engagement), as well as less tangible outcomes such as the impact on the credibility and integrity of the function/profession within the organisation
  • 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).

 

Best SME people management initiative (fewer than 250 employees)Category Sponsor

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? How 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, retention, 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 improved, including details of your activity
  • evidence of effective 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 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, evidence based and ethical talent management 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? How 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, retention, 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 worked together and cross-functionally across the organisation to add value to the business and its people. It recognises teams who can demonstrate the application of a total people or learning strategy, rather than single initiatives. 

The judges will be looking for:

  • an HR/L&D team that can demonstrate and evidence how they worked together as a high-performing team and with different functions across the organisation to create a people strategy that is fully aligned with the business needs 
  • evidence of why this particular approach was suited to the needs and context of the organisation, including for your industry/sector
  • how the team have 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.

What are we looking for?

  • an outstanding individual who is currently studying or has recently (since 1 January 2019) completed a recognised CIPD qualification at intermediate/foundation level 
  • a clear demonstration of the application of CIPD studies, and the student’s individual contribution, to the initiation, implementation and evaluation of a bounded HRM/D related business improvement initiative/ project which is significantly important to the organisation concerned 
  • the drivers of the initiative/project and its alignment to the organisation’s strategic objectives
  • the range of information and evidence used to identify organisational risk and opportunities and to drive business performance e.g. relevant theory, research and practice, and people data/analytics 
  • how the initiative/project was implemented and embedded into the organisation, including any challenges that were overcome
  • evaluation of how the initiative/project added value to the organisation and the impact on performance, people and other stakeholders as demonstrated by financial metrics, customer feedback and people data as appropriate
  • evaluation of the impact on personal and professional development, integrity and credibility within the organisation and how the entry embodies 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.

What are we looking for?

  • an outstanding individual who is currently studying or has recently (since 1 January 2019) completed a recognised CIPD qualification at postgraduate level 
  • a clear demonstration of the application of CIPD studies, and the student’s individual contribution, to the initiation, implementation and evaluation of a bounded HRM/D related business improvement initiative/ project which is significantly important to the organisation concerned 
  • the drivers of the initiative/project and its alignment to the organisation’s strategic objectives
  • the range of information and evidence used to identify organisational risk and opportunities and to drive business performance e.g. relevant theory, research and practice, and people data/analytics 
  • how the initiative/project was implemented and embedded into the organisation, including any challenges that were overcome
  • evaluation of how the initiative/project added value to the organisation and the impact on performance, people and other stakeholders as demonstrated by financial metrics, customer feedback and people data as appropriate
  • evaluation of the impact on personal and professional development, integrity and credibility within the organisation and how the entry embodies one or more of the CIPD professional principles (Work Matters, People Matter, Professionalism Matters).

 

Website Menu