Publications

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.

This is a summary of a rapid evidence assessment for the Department of Energy and Climate Change, carried out to understand the generalisable/common behavioural factors which explain organisational behaviours and influence organisational decision-making and change and, in particular, those influences that do not centre on fiscal incentives or penalties, or direct means of regulation such as inspections or reporting requirements.

ORGANISER is a behavioural approach to influencing organisations. It was commissioned by a cross-Government group and has been designed to support better policy making.

This document is a summary of ORGANISER: a behavioural approach to influencing organisations. It was commissioned by a cross-Government group and has been designed to support better policy making.

This rapid evidence assessment for the Department of Energy and Climate Change was carried out to understand the generalisable/common behavioural factors which explain organisational behaviours and influence organisational decision-making and change and, in particular, those influences that do not centre on fiscal incentives or penalties, or direct means of regulation such as inspections or reporting requirements.

This report summarises the findings from a major study undertaken by IES for the Local Government Association (LGA), which researched and investigated HR and OD capability in shared councils, in order to help to improve the contribution which the functions and policies in these fields make to the success of such shared arrangements.

This compilation of bite-sized essays by leading thinkers confronts and expands on existing thinking, plans, and practices in HR and employment. It will help HR leaders think about, plan for, and deal with these ‘known and unknown unknowns’, challenging modern fads, reinforcing some long-standing truths and offering original and practical insights.

Infographic summarising Sharon Varney's challenges and top tips for organisations design, as published in her HR Essentials guide to the subject.

This report examines the use of Assistant Practitioners in the NHS in England, explores the benefits of their use and the barriers to their further implementation, and also identifies ways in which Skills for Health can support their further introduction.

In this paper, we place the emphasis on how we can help individuals adapt to, support, and lead change better. The evidence is that using coaching to accelerate skills development, help understand change better and work with teams to adapt to change, can help organisations unstick themselves and offset the all too common inertia that means too much change is attempted and too little achieved.