Publications

This report contains the main results of research examining health and safety practices and procedures in relation to the use of isocyanate-based paints in the motor vehicle repair (MVR) sector. The main objective of this research was to determine current health and safety practices in the motor vehicle repair sector in relation to the use of isocyanate paint spray, focusing in particular on the use of masks and the use of spray booths. The intention was to gather data about practice, in order to gain a view of the overall state of play in relation to the health and safety practices that determine isocyanate use in the sector. The aim was that this will, in turn, make it possible and viable for the HSE to develop a baseline for targeting future embedding activity. The report is based on a telephone survey of 500 motor vehicle repair bodyshops and visits to 30 bodyshops, during which face-to-face interviews were carried out with bodyshop managers and sprayers.

The Healthy Workplaces Milton Keynes (HWMK) pilot was one of several pilots designed by HSE to test various models of delivering advice and support of occupational health, safety, absence management and return-to-work issues to small and medium-sized enterprises (SMEs). This report summarises the findings of the HWMK evaluation.

Evidence-Based Reward Management presents an analysis of the current failure of organisations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences. By examining developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organisation. The authors present the tools and techniques that can be applied to practice evidence-based reward management, including a four-step model which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis.

As part of its ‘Delivering Quality and Value Programme’ on Children and Young People’s Emergency and Urgent Care, the NHS Institute for Innovation and Improvement designed two products - an engagement tool and a lesson plan - to promote the involvement of young people. This report is an evaluation of the prototype testing phase.

In 2008 and 2009, in conjunction with Training Journal, the Institute for Employment Studies (IES) undertook a study exploring the future of learning and development through the use of scenario thinking. The work sought to address how the L&D community should be learning, and developing its own capability to serve the organisation better.

Helping older employees plan their future is challenging at the best of times. In an economic downturn these challenges are even greater. This report explores case study research gathered from a broad range of organisations. We focussed on how - and whether - older employees proactively planned their future working life and retirement; what support their employer provided and what sort of conversations they were having and with whom.

This second stage of the Brighton Factor research explored whether University of Sussex graduates’ expectations were met, how early careers developed in the local labour market, the factors that helped and hindered careers, and whether the city of Brighton and Hove continued to influence their decisions about where to live and work.

This study explores the value of craft education to the economy through the experiences of craft graduates as they move from higher education into work.

This study explored the value of craft education to the economy through the experiences of craft graduates as they moved from higher education into work. The timing of the research, during the economic downturn, offered unique insights into the impact of recession on their working lives and the strategies they employed to continue to work towards their goals.

Through combining dispersed human resources' (HR) administrative activities, shared services can deliver cost and quality benefits for councils. This guide examines some of the key issues councils should consider when introducing HR shared services. It presents possible options, offers the big questions to ask – for councillors and senior managers – and provides some practical suggestions on where to start.