1. New Branch Chairs Meeting July 2014

2. CIPD – Our shared purpose 2

3. Strategic priorities 1.Raising impact and voice – research and policy 2.Outreach & relevance; Students, Leaders, Members, L&D 3.Professionalisation – CIPD as your career partner – entry, progression, CPD, membership offer 4.Extending B2B relationships and support 5.Community and connection – Branches, Regions, virtual 6.Internationalisation

4. New Branch Finance Model New Branch Finance Model Strengthening our Regional and Branch Networks CIPD Strategic Purpose & Direction Careers and focus on Students Careers and focus on Students New Membership Model The CIPD has been changing.... Greater engagement and dialogue with Council

5. Promote and develop the Profession Research to progress thinking and practice Policy leadership to champion the key issues Promote and develop the Profession Research to progress thinking and practice Policy leadership to champion the key issues Be a Career and Capability Partner of choice Recognise the different needs of members at each stage of their career journey Provide differentiated and valued solutions, professional and personal support Be a Career and Capability Partner of choice Recognise the different needs of members at each stage of their career journey Provide differentiated and valued solutions, professional and personal support Set and maintain professional Standards Enable the professionalism of individuals Uphold Code of Conduct Provide CPD solutions Set and maintain professional Standards Enable the professionalism of individuals Uphold Code of Conduct Provide CPD solutions As a Chartered professional body, our purpose translates into the following critical missions...

6. The Profile of the Profession Standards setting and maintenance Thought Leadership through research Access and commitment to a CPD agenda and solutions Relevant, differentiated and valued member services and benefits Connectivity through communities and networks Charter Status - independent and trusted voice Charitable Status - Purpose & societal contribution...drive a positive and proactive agenda that enables and builds...for the benefit of members, the Profession, individuals, organisations, economies and society These missions span a number of responsibilities and activities

7. “I work in a Profession and belong to a Professional body both of which are recognised and valued” “I am guided by the Profession Map and governed by a Professional Code of Conduct” “I have full access to all the latest research and best practice; both help me do my job better” “I am required to keep my CPD up to date. Membership represents my Professionalism” “Whoever I am, I can access tailored help and support at every stage of my career” “I can connect to professionals just like me and benefit from local CPD events and activities” “I have a strong sense of belonging to a professional body with Purpose, influencing Govt on key Policy agendas and giving me a platform to give back” “As a not-for-profit organisation I can be confident that revenues will be invested for the good of members and the Profession”...combining to derive significant value for CIPD Professional Members

8. Designatory Letters (Assoc CIPD, MCIPD, FCIPD and CCIPD) Profession Map and Code of Conduct Professional Status CIPD Research reports, toolkits, guides, fact sheets Policy positions and updates First & full access to all CIPD resources Engage in the big debates, On-line Forums and Blogs, Research participation, Policy Advisor role Platform to affect change in the Profession Steps Ahead mentoring, volunteering locally, conference speaking Opportunity to ‘give back’ to the Profession Access local ‘Hubs’ of CPD activity and events Special interest networks (Leaders, L&D, HR for HR) Facebook, Twitter, LinkedIn Communities Access to local branches, networks and on-line communities Legal Helpline, Harvard Business Review Preferential rates on Professional Indemnity Insurance and other CIPD solutions Preferential product services Topical, provocative, and helpful Periodical delivered in hard copy and on-line. New PM App now available People Management magazine...some of the more obvious and tangible benefits include

9. Framework for Future of HR and People Development Work Workforce Workplace HC metrics Bus language of HR Data analytics Behavioural science Psychology Neuroscience Values and ethics Systems thinking Economy Political and regulatory Technologies HR operating models HR capabilities Better work and working lives Insight on Changing Context HR & Learning Processes, Practices, Policies Science of human and organisational behaviour Business, Commercial Insight, and Analytics

10. 10 Developing a differentiated membership proposition

11. Evolving our member proposition and delivering strategic objectives Rationale for change 1.To deliver a differentiated member proposition better aligned to career and professional development 2.To provide relevant support at all stages of the member journey and to simplify routes into the profession 3.To promote the profession as a career choice and enhance the student proposition to focus on student recruitment and grow pipeline into CIPD 4.To grow all levels of membership, relationships, reputation and relevance and to reinforce the position of CIPD as the pre- eminent leader of the HR and L&D profession in the UK and influence in our chosen international markets 11

12. 12 Value of status and relevance of member proposition with grade progression

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17. 17 New Branch Finance Model

18. New Branch Financial model sets out to resolve 3 key questions how we better deliver our financial accounting commitments? adhere to legal/governance challenges support the Treasurer role/skills challenges you can often face locally address the resourcing challenges we have here in Wimbledon how we clarify and resolve the reserves situation? how we better calculate and administer the annual branch funds? better support and embed Business Plan completion....not helped by the fact that CIPD and Branches operate on a different calendar year (1 July to 30 June and 1 April to 31 March respectively)

19. 3 supporting documents will help us deliver the change The Finance Toolkit The Business Plan The Investment Approval Process

20. 20 Strengthening Regions and Branch Networks

21. Strengthening CIPD branch networks and regions to enhance local presence & impact Pan London agenda and business Plan now confirmed 7 Local branches (including new East London & Docklands branch) Engagement with NAP team Early discussion on ambitions and possibilities going forward Northern Ireland Sustainable administrative support solution Scotland 6 months in situ, early wins emerging, with opportunities abundant and lots still to do Wales New boundaries and 3 rd Welsh branch in progress. Pan-Wales meeting delivers a headline Plan Channel Islands Jersey & Guernsey will become a stand-alone branch from July 2014

22. John McGurk Head of CIPD Scotland Louise Harley Events & Partnerships Manager Lee Panglea Market Development Manager Shared Admin Support Donald Gordon Chair of CIPD Scotland Branch Chair North & islands Branch Chair SEast Scotland Branch Chair West Scotland Branch Chair Mid Scotland Branch Committees and Volunteers CIPD employed resources CIPD volunteer resources One effort, working together to deliver impact locally The Scottish model….led as ONE CIPD

23. Build and support a more purposeful, energised and co-ordinated branch network. Collaborating and connecting to key customer groups and being more agile in the market. Putting our brand expertise and voice at the centre of Scotland’s workplace and business conversation. Scotland was set up to:

24. Branches, centres & students Connect branches centres and students to deliver lifelong membership value Develop branches as the CPD and networking hub for CIPD. Use technology to drive branch offer and increase scale and scope Commercial & professional partners Engaging locally with Corporate clients to develop and understand the market Building collaboration and partnership with others to deliver value Building deep understanding of HR collaborators and competitors to protect and develop brand equity. Influencing Gov’t & Policy Promoting a wider skills agenda “Scotland’s Skilled Future” Developing a perspective and position on key labour market and skills policy issues through constitutional debate Connecting members to the policy agenda via key events. Supported by: Conferences, events and partnerships Member engagement and segmentation Scottish research, data and insights Supported by: Conferences, events and partnerships Member engagement and segmentation Scottish research, data and insights 3 clear and connected work-streams....

25. Thank you