ALL you need to know about Investors in People is available at the end of the phone - thanks to the BBC Radio Helpline. The service, run by the charity Broadcasting Support Services on behalf of the BBC, provides additional, off-the-air information for BBC listeners.

Now it's qualified to discuss IIP. Having gone through the process and gained accreditation, operators and staff of the helpline have no hesitation in explaining - and recommending - it to others.

The organisation took up the IIP challenge because it felt it reflected the values the helpline had tried to cultivate. ''We set up as an organisation which empowered its front-line staff,'' said Lynne Harvie, helpline director.

''We have a flat management structure and we are very much a learning organisation. Our staff have to be able to talk about a range of issues, so training is fundamental to our success. IIP seemed to reflect the way we operate - going for accreditation was the sensible thing to do.''

The helpline got through the process with the help of the GDA. An adviser appointed to offer assistance was invaluable in coping with the amount of work the IIP systems generated, says Harvie.

As the process developed it identified and uncovered problem areas. ''The process gave us an audit of our strengths and weaknesses,'' said Harvie. ''We are a relatively new organisation - we set up in 1995 - so IIP was useful in uncovering weak points and helping us to tighten up the whole thing.

''It allowed us to look at specific areas such as evaluation of our training so that it was not only enjoyable and useful to our employees, but to the organisation as a whole.''

The helpline not only expects its staff to undertake training - it also expects them to deliver it. They are encouraged to work together to identify training needs and to help fulfil them - it's about sharing skills for the benefit of the organisation.

IIP-developed systems ensure that training is always focused at the business objectives of the organisation.

''This was not an easy process,'' said Hardie. ''It's a lot of hard work, but it was made easier with help from GDA. It would have been more difficult to get through it in isolation.

''Really it was all about gaining recognition for the way we've always run things, but the IIP process gave us the extra push to get everything driving in the same direction. It made us look at the organisation in an all-encompassing way - now we're more confident than ever we're running it the right way.

''I'd recommend the process to anyone - it's hard work but all the effort is worthwhile.''