Jackie Orme Becomes Chief Executive Of CIPD
March 25 2008 - Jackie Orme is now Chief Executive of the Chartered Institute of Personnel and Development - the leading
professional body for all those involved in the management and development of people in the UK and Ireland. Prior to this post, she was
Chief Personnel Officer and Vice-President, HR for PepsiCo International. She was also a member of the UK Executive Board of PepsiCo International,
and sat on the global PepsiCo International HR Council. She is also on the Board of Shelter, the housing and homelessness charity.
Commenting on her arrival, Vicky Wright, CIPD President said:
"This is an exciting moment for the CIPD. We're delighted to welcome Jackie as the new Chief Executive. She's a
leading practitioner and an innovator with the business experience needed to deliver continued high performance and growth at the CIPD."
Jackie Orme said:
"It is a great honour to be appointed to this role at the head of an HR profession that is growing in influence and standing.
I'm looking forward to leading the CIPD's work to develop and promote great practice in the management and development of people."
Geoff Armstrong to stand down as Director General of the CIPD in June 2008
April 16 2007 - Geoff Armstrong intends to retire as Director General of
the Chartered Institute of Personnel Development in June 2008, at the end of the CIPD's 2007-08 financial year.
Geoff Armstrong will have held the post for 16 years, having seen membership more than double
to almost 130,000 members including 47,000 fully chartered members. During that time, the institute has set the
HR agenda in the UK, substantially improving the profession's public standing. Geoff Armstrong will be a hard act to follow.
CIPD President Vicky Wright and the Remuneration Committee will lead the search for his successor on behalf of the
Board. Vicky Wright said:
"Under Geoff Armstrong's leadership of the CIPD, the profession has grown in confidence and stature. He's attracted more members, and he established the Institute on the sound financial footing that enabled it to focus so effectively on strategic priorities, research and supporting and adding value for the membership. I and the Board will be working to identify a suitable successor, equipped to offer the same innovation, vision and dynamism as Geoff has brought to the role."
Geoff Armstrong said:
"It has been a great honour to lead the CIPD since 1992. But the time has come to begin the search for my successor. We have a strong management team in place, and an effective Board and governance structure. I will continue to work alongside them to achieve our strategic objectives and to hand over to my successor.
"One of our priorities in my time here has been to ensure that the contribution good people management and development makes is understood and recognised. At the CIPD we strive to develop and promote the evidence base that shows HR is worth doing, and how to do it well. We highlight the systematically learnable nature of the body of evidence that all organisations can use to deliver sustainable competitive advantage. And we constantly develop and update our professional standards as the expression of what it takes to be an effective professional proficient in using this body of knowledge to the benefit of the organisations with which our members work.
"Our membership numbers have risen consistently, in tribute to the constant efforts we make to innovate and add real value. We continually develop new research, new publications, tools and guidance to help our members stay ahead of the game. And we provide learning networks - conferences, courses, local branches, specialist forums, amongst others - to help our members support and learn from one another.
"One of the biggest and most telling changes during my time here has been the growth of the web. The internet was still a relatively new communications channel when I joined the CIPD. Now the CIPD website forms one of the primary means by which we communicate with, inform and support our members. It hosts a wealth of information resources to support our members and others with an interest in the management and development of people. The sheer quantity, quality and diversity of information available on the CIPD website, and the frequency with which that information is accessed, is just one of many measures of our success.
"The CIPD is also the voice of the people management and development profession. Our impressive evidence base supports our advocacy of the crucial role good people management plays in differentiating between organisational success and failure. Our research is based on data and experiences gathered from our members. It shows the ways in which our profession is delivering superior performance and strategic resilience in a changing world. The CIPD will continue to support our members and the broader managerial community as we strive to make the competitive difference for our organisations and for the wider economy."
HRM in the UK
'HRM' has never been a favoured title amongst HR practitioners in the UK. In fact the HR
community seems to have gone out of its way to avoid using the term. Currently the lead body in the
UK calls itself the Chartered Institute of Personnel and Development - but this is just the latest in
a long list of titles.
It originated as the Welfare Workers' Association in 1913, changed to Industrial
Welfare Workers in 1924, changed again to the Institute of Labour Management in 1931
and then the Institute of Personnel Management (IPM) in 1946. The IPM label lasted for almost
half a century.
Then in 1994 the Institute of Personnel Management merged with the Institute of Training
and Development to become (very imaginatively) the Institute of Personnel and Development (IPD) .
This was a time when management fashion dictated that basic human resource management should be
conducted by line managers and it seemed that the old personnel profession might soon dwindle to a
small number of recruitment, development and other specialists. Mike Bett, IPD president,
argued that: "There should be a professional personnel and development specialist on all top
management teams: in the boardroom and on the executive committees." The role of the IPD was to be
"the pre-eminent professional body influencing and improving the quality, thinking and practice of
people management and development." But there was little evidence that the influence and authority
of personnel specialists increased during the late 1990s.
From 1 July 2000 the Chartered Institute of Personnel and Development replaced the IPD.
Geoff Armstrong, Director-General of the CIPD said that: "To all intents and purposes, the
two organisations are the same." In terms of staff, organisation and mission that is. But he
identified three benefits from proclaiming the chartership:
- A recognition of professionalism, a body of knowledge and the practical competence of the membership.
- It emphasised the 'must belong' status of the organisation for anyone involved in people management and development.
- A recognition in the charter that this is a body that government and other influential bodies should consult.
The Institute's website is at
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