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Our people

Our people strategy is focused on enabling the delivery of our business model while building public trust and positioning the CII as an employer of choice.

Our people strategy is focused on enabling the delivery of our business model while building public trust and positioning the CII as an employer of choice.

 

We have made some notable progress against these themes since the last annual report:

  • We have further refined our performance management and our reward and recognition processes to better align colleague benefits with their peers externally;
  • We have launched a new HR system called Cascade, which will become the go-to place for colleagues, including updating personal details and booking leave, but also as a performance management tool;
  • We have various employee support and engagement groups such as Mental Wellbeing, LBGT+, People Inclusion Group as well as active social and charity groups;
  • We have maintained our focus on embedding agile working into our teams through investment and effective management;
  • We signed up to the Insuring Women’s Futures pledge on Financially Inclusive Flexible working;
  • We improved the gender pay gap across the organisation with a 1.9 percentage point reduction in the mean pay gap in the year, and an over 13 percentage point reduction in the last two years;
  • We have continued to improve our gender representation at the Executive level;
  • We are in the process of reviewing the ethnic and international diversity on the Board and Committees; and
  • We hosted four Dive-in events at our International offices. Our strategy will not change in 2020, as we are convinced that our effectiveness in leading the profession is dependent on our ability to build a relevant, modern and diverse team.

Our strategy will not change in 2020, as we are convinced that our effectiveness in leading the profession is dependent on our ability to build a relevant, modern and diverse team.


Our people strategy has five related strands:



1. Improving customer focus, through measuring experience, not just volumes;

2. Improving our productivity, both efficiency and effectiveness;

3. Improving our capability through the provision of learning and development, and professional qualifications;

4. Improving our people’s drive and agility through our policies, processes and engagement; and

5. Improving our reward and recognition of excellent performance through how we behave, informed by our guiding principles.

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