Mirus Wales - Investors in People

Interim Review
Welcome and objectives
Session objectives:
 Review changes and developments
What we’ll be doing:
since your last Review  Revisiting your IIP Assessment
 Explore progress against the feedback and recommendations
recommendations from your last
Assessment  Identifying progress made since
 Agree key areas of focus in 2016
preparation for your next Assessment
 Action plan  Agreeing key actions moving
forward

02/02/2021
02/02/2021

Your Assessment
Steps to accreditation

Discovery Online Context

Assessment Discussion

Employee Accreditation
interviews and report
observation
 Mirus Wales ‘as is’ and final heatmaps

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Overview:
• Transparent, engaging and motivational purpose/values
• High level of enthusiasm and passion
• Commitment to identify and exceed service-user needs
• Teams and services working together to share good practice
• Significant differences in people’s perceptions across
regions/services
• Concerns about Mirus’ sustainability

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Strengths:
• Clear vision and purpose to provide innovative and person-centre services
successfully communicated to staff, volunteers and partners
• Strong shared values and beliefs at the heart of everything Mirus does
• Empowered, highly committed staff and volunteers who use their initiative
to improve the quality of service-users’ lives
• Positive performance management policies and processes which are
consistently deployed
• An organisational structure designed to achieve its purpose and flexible
enough to respond to change

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• Excellent learning and development practices which ensure needs are met
and people maximise their potential
• A culture of continuous improvement where ideas are encouraged and acted
on
• Real impact on the people and communities served

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Recommendations:
• Consider introducing 360 degree feedback for all people managers
• Ensure leaders and senior managers visit all services regularly and while
give people opportunities to talk to them and raise issues
• Reinforce the importance of challenging inappropriate behaviours. This
could include developing and sharing examples, anecdotes or case studies
• Ensure Values are explicitly at the heart of decisions - explain to people
how they have guided each
• Evaluate the effectiveness of Engagement Days and adapt based on
findings.
• Develop leadership skills across the organisation.

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• Continue delegating responsibility and decision making - sharing
information/data to enable people to monitor their own performance
• Review approaches to reward and recognition in Powys, Bridgend, RCT
and Caerphilly and disseminate good practice
• Review/benchmark managers’ ‘on call’ payments
• Ensure all appointments are transparent and people are informed who has
been recruited/promoted and why.
• Include brief staff/volunteer pen pictures on the Wall
• Raise the profile of innovation by entering for appropriate awards
• Reinforce efforts to secure contracts and promote the progress being made
to ensure future sustainability
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 n g ?
y o u d oi
o w are
H

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 d e a s ?
o n s/ i
e st i
in a l qu
n y f
A

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