We publish blogs to provide insights from, and stimulate debate about, the latest research and thinking. Any views expressed are those of the author and not necessarily those of the Institute as a whole.
Alison Carter reflects on how organisations can work with employees and develop team relationships to successfully respond to change, particularly relevant in the current fast-changing social and economic climate.
IES' new Director of HR Consultancy and Research reflects on the role of line managers in change-ready organisations and how the need for organisational agility has never been greater.
Dan Lucy considers the rapid nature of change facing today's organisations and how organisations might focus on the human dimension of change, rather than the processes, in order to succeed in this fast-paced environment.
Marks & Spencer has made headlines recently with news that the company may drop out of the FTSE 100 index. One proposed reason for the organisation's current troubles is its 'inward-looking' culture. Here, Dan Lucy, offers his guidance on what organisation's can do to foster resilience.
Duncan Brown urges HR and OD professionals to revise their approach and let go, with two great examples of successful organisational change.
Sharon Varney offers valuable tips for working on organisation design, as an introduction to her new paper in the HR Essentials series.
Duncan Brown revisits points made at the IES HR Directors' Retreat, asking how we can successfully implement change whilst maintaining stability and engagement among employees.
Dilys Robinson introduces us to another unsung hero, Mary Parker Follett. First outlining Parker Follett's ideas, Dilys argues how her thinking applies to modern day people management and what we could learn from this great thinker from the past.
I have been writing and talking about HR business partners a lot recently and this has reminded me of the importance of terminology.
At IES we study organisational effectiveness. We wade through literature, talk to senior managers and lots of focus groups, consult academics and examine metrics. We ruminate on the alignment between business and individual performance, culture, engagement - all that stuff. And yet… I've spent a lot of my working life visiting organisations and am amused, intrigued and sometimes appalled at what a visitor experiences.
