We author and publish a range of resources to keep you up to date with the latest developments in employment, education and skills, labour market and human resource policy and practice. All our pdf publications are free to access.
This research aimed to evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice.
This report seeks to explore management and leadership skills and the development of management and leadership capability in Jersey based organisations. It draws on a previous piece of work undertaken by the Chartered Management Institute (CMI) and reported in 20121. The questionnaire used in the Jersey research deliberately draws on many of the questions used in the ‘2012 CMI’ survey to allow comparison and benchmarking.
IES presents its annual Perspectives on HR publication, in which IES researchers and consultants offer their insights into the challenges of today's turbulent world for the HR function.
This report on Measuring Employee Engagement and Interpreting Results includes an extensive discussion of how to use data effectively.
The Guide to Engagement for Line Managers focuses on the key role of first level supervisors and line managers. The guide highlights their important role of developing staff engagement within their teams, which is fundamental for organisational engagement. In particular it includes ideas for how line managers can develop their engagement skills.
The Guide to Engagement for Senior Leaders looks at the key role senior leaders can play in shaping organisational culture to support staff engagement. It summarises the evidence based review of the impact of leadership.
The aim of this guide is to inform HR professionals about engagement: what it is, why it matters, what makes it happen, and above all what this means for those in an HR role. It focuses on the actions HR should take to foster and sustain engagement levels throughout your organisation.
The Review of Practitioner Studies of Engagement looks at the review of non academic evidence, such as published articles in healthcare media and on the web. It summarises the way this review was conducted and how the evidence was assessed.
Enabling change in the public sector: engagement and leadership
The paper was developed by the Department for Business, Innovation & Skills Leadership and Management Network Group (LMNG) and is aimed at business intermediaries and representative bodies that offer business support and advice. It puts forward the arguments for business investment in leadership and management skills, based on evidence about current practice and the UK’s position relative to key competitor nations.
