SOME companies do value people as their greatest asset. But even in the most innovative, whose purpose is to promote best practice, humanity and efficiency at work, there is always some room for improvement.

For the Industrial Society, the largest independent developer of people in Europe, committing to IIP was an extension of its own principles. ''We decided to get involved with IIP because it sat so closely with our own beliefs,'' said Industrial Society director Graham Houston. ''For instance - from the moment a client contacts us we will seek to tune in to the organisation's culture; its business objectives and how we can help to achieve them.

''We explore issues with the client in depth, our solutions will go beyond the superficial and from our diagnosis we will produce a proposal which outlines our approach which will add most value to a business and its people.

''To us it was clear that the IIP process is so integral to our way of operating it was a natural course of action for us to follow.''

Most leading companies and public service organisations in the UK are now members of the Industrial Society, and it has a growing membership throughout Europe and overseas. Membership gives companies direct and regular access to a range of services designed to help businesses run successfully - through and with their people.

The Industrial Society's process virtually mirrors that of IIP. First the company sits down with the client to discuss business needs. Then objectives are clarified and evaluation measures explored. Once the proposal has been agreed and content has been finalised, the programme is delivered then evaluated against the objectives set out in the initial discussion.

As well as being a measurement by which clients can see the Industrial Society living up to its own standards, IIP offered the company the chance to re-evaluate those standards and, if possible, to improve on them.

The company, which itself stands for development of all staff and the importance of identifying and investing in the right training, expected to encounter no difficulties in going through IIP. It surprised itself, however, by identifying some areas which were not quite up to the mark.

''Given our experience of personal development within the company we did not feel the process of IIP would pose any problems,'' said Houston. ''However the discipline of using the framework actually did point out some instances where our systems, although well in place, were not being applied as vigorously and exactingly as they could have been.

''The process focused our minds on what our actual business outcomes were and it enabled us to alter and enhance some of our existing processes.''

It is an effort which has paid off. The skills base throughout the company's 320 people - from administrative support to management - has expanded, and the Industrial Society has, as a result, been able to broaden the range of services it can offer to clients.

Staff turnover has dropped, suggesting that when people believe their company is investing in their future they are content to stay there. To keep the ball rolling, the Industrial Society has committed itself to finding new and challenging opportunities which will allow its people to continue to grow.

Clients are enjoying improved service from the initial telephone call down to delivery of the service. ''Whatever level of service our customers need, we believe the overwhelming impression they get is one of complete professionalism from an organisation which believes in utilising the untapped potential of people at work,'' said Houston.

''We would encourage any organisation to adopt the IIP framework - not just because of the success we have gained ourselves but as a principle and a business planning tool. The thing to be stressed is that it is the process of going through the framework which brings the benefits, it is not simply about getting a badge.

''It is about reviewing carefully what you are doing and why you are doing it and enjoying the business benefits which accrue from the journey.''

The important thing, according to this advisory service which can claim to practice what it preaches, is the usefulness of the framework as a business planning tool which could have a profound effect on any organisation.

''It is too costly in a competitive environment simply to spend time developing people with no clear business objectives in mind,'' said Houston. ''If we as a nation are to succeed on a global stage we need to have a high degree of organisational fitness. IIP has an important role to play in that objective.''