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Founded in 1944 Land Securities Group Plc has a national portfolio of property which includes some of Britain's best–known shopping centres as well as London landmarks such as the Piccadilly Lights. Their development programme is transforming regional city centres, key sites in Central London and delivering long–term, large–scale regeneration projects in the south–east. It is also the principal name in property outsourcing and partnerships.

Throughout the UK there are over 1,500 employees across 40 locations with the Head office in Central London. The workforce includes a variety of professional operational staff including: Surveyors, Engineers, Shopping Centre Managers, IT staff, Marketing and Operational Personnel.

The company aims to attract, retain, and develop high performing employees who add value to the business and local communities.

The company wanted to improve the performance of the organisation and also improve what its employees could do. However, it was important that the development was relevant and effective and it supported managers’ role in developing their team.

Also, with such a sizeable workforce it wanted to create consistency across the Group and also identify where the areas for improvement were and how these would pay off in the long term.

IIP was chosen as the vehicle to move these plans forward. The HR department initiated the programme and briefed the senior management team, departmental heads and line managers. The first task was to undertake an internal health check.

An IIP working group was established and briefed on indicators, assessment and communication plans and specific roles were agreed. This was then passed onto respective management teams and a questionnaire to raise awareness of manager’s role was distributed so that an evaluation process could begin as to what was in place or needed to be put in place.

All staff then received notice that the company was working towards IIP status as a business initiative, why it was doing so, what their involvement may be, and how it would benefit the company.

Following completion of the health check the IIP working group was briefed and action plan formed. The way forward was confirmed and communicated to all staff by the Chief Executive and the findings of the health check was communicated to departmental heads and line mangers including the need to improve performance in certain areas.

The process was welcomed and adopted by all areas though a few middle managers needed to be sold on the concept and the benefits it would bring on an individual and collective basis.

As the assessment drew nearer, management heads worked with their teams to action key points to address and the working party complimented this with regular messaging and the Senior Management Team were involved in every stage of the process. The internal Business Exchange Forum was another key voice communicating why the company as going for the IIP Standard.

There is no doubt that the whole project has benefited the company at various levels. The managers are now more aware of their role in developing their colleagues’ performance and potential. Staff members have found it very useful in terms of how learning and development is linked to the company’s business objectives. There is also more understanding across the employee population that the company takes the investment in people seriously.

The company also believes that the lines of communication through each department have been notably enhanced. For example, the employee engagement survey is a comprehensive feedback tool, weekly news updates, emailing the top 40 managers regularly, and a monthly e–magazine.

It is also worth noting that the company has received external recognition that it is doing the right thing which in turn can attract talent and secure commercial contracts.