We author and publish a range of resources to keep you up to date with the latest developments in employment, labour market and human resource policy and practice.
All our pdf publications are free to access, and some are available to purchase as hard copies.
Publications for the IES HR Network are embargoed for three months before being circulated publicly.
Garrow V | May 2016 | Institute for Employment Studies
As organisations continue to try to achieve more with less, develop leaner systems and greater efficiency, the toll it takes on employees’ mental and physical health has climbed the agenda. Increased presenteeism – employees who attend work whilst ill – is one possible outcome of the pressure on organisations to remain competitive and boost productivity. This report is based on an overview of research and current thinking in the field.
Employer practice in five European countriesMay 2016 | Chartered Institute of Personnel and Development
This report is the culmination of research carried out by IES on behalf of the CIPD, investigating how employers can best manage an increasingly older workforce in the context of their health and wellbeing and care responsibilities. It is a comparative study covering five European countries: the Czech Republic, Denmark, France, Germany and the UK.
Which individuals, in what learning and with what returns?May 2016 | Department for Business, Innovation and Skills
This research was commissioned by the Department for Business, Innovation and Skills in order to acquire an up-to-date picture of how funding for adult learners in England is currently targeted, and the costs and benefits of different types of provision and for different types of learner.
Reilly P | May 2016 | Institute for Employment Studies
This paper condenses extensive IES research into a concise, accessible and practical guide to the key considerations when implementing a performance management programme.
Employer Investment Fund (EIF) and Growth and Innovation Fund (GIF) Programme Level Evaluation: Final ReportTu T, Chhatralia K, Tipping S, Shah J, Hale C, Cox A, Marvell R | Apr 2016 | UK Commission for Employment and Skills (UKCES)
Ipsos MORI and the Institute for Employment Studies were commissioned to undertake a programme level evaluation of the Employer Investment Fund (EIF) and Growth and Innovation Fund (GIF). This report presents the evaluation findings.
Carter A, Blackman A, Hay, R | Apr 2016 | Institute for Employment Studies
Much work on coaching to date has highlighted the importance of relationships between coachees and their coaches. Here we’ve looked at both coach factors and coaching relationship factors that affect the achievement of coaching outcomes. The paper also offers some practical advice for organisations and on improving coaching components of everyday work routines for internal coaches and managers.
IES Perspectives on HR 2016Tamkin P | Apr 2016 | Institute for Employment Studies
The headlines continue to suggest that poor behaviour from leaders remains a current issue. In fact there has been a regular drip-drip of media stories that suggest organisational leaders have been turning a blind eye to what is right in favour of what is profitable or expedient. The VW emission scandal is the latest in a very long line of eyebrow raising corporate misbehaviour.
IES Perspectives on HR 2016Hirsh W | Apr 2016 | Institute for Employment Studies
‘Values’ are all around us, especially these days in relation to employing organisations and behaviour at work. Corporate websites often proclaim ‘Our Values’ although many of them look pretty similar. Values sometimes also appear in recruitment information and other people management processes. Being seen to ‘Live the Values’ is a modern requirement for getting what you want, such as your performance bonus, or promotion.
IES Perspectives on HR 2016Garrow V | Apr 2016 | Institute for Employment Studies
High-involvement work practices have featured in management research and literature for decades but when it comes to organisational change, people still tend to feel 'done to'. This might be because change is often happening in crisis mode when things need to happen quickly and control is centralised. There is usually some form of consultation but little real involvement in the design and development of structures and processes that will impact people's working lives.
IES Perspectives on HR 2016Reilly P | Apr 2016 | Institute for Employment Studies
Peter Reilly highlights the practical, procedural difficulties of whistleblowing for HR, but ends with the deeper, worrying evidence that half of HR leaders are being forced to compromise on their principles and the stark challenge that ‘HR might like to start with acknowledging it has a moral purpose in the organisation and make that the basis for its contribution to difficult business decisions.’