Publications

This publication was authored by Valerie Garrow before she joined IES.

This study looks in some detail at how training and development was being organised and resourced in a range of large organisations across the private and public sectors. It also predicts some future changes in the patterns of resourcing training and development.

In September 2000, nine clusters (small groups) of schools were invited to work in partnership to develop joint approaches to education business link (EBL) activity, with the support of a specially appointed broker. A pilot cluster was established in each of the nine English regions. The pilots were funded for a total of two years to test the impact of a broker working with a specific cluster of schools - particularly in the areas of developing a progressive experience of the world at work from an early age up to pre-16 work experience and teacher placements. The Institute for Employment Studies (IES) was commissioned in September 2000 to develop a national evaluation framework and to use it to assess the value of the pilots. IES conducted a range of visits to the pilots, interviewing brokers and other intermediaries and representatives from schools and employers and held a series of workshops involving representatives from the pilots.

The literature is full of suggestions on approaches that regard the Kirkpatrick model as no longer adequate. This report looks critically at Kirkpatrick and the other models that purport to be significant improvements. It develops a model of the learning process to help underpin any approach to training evaluation, and reviews what we know about evaluation and the factors that affect training success.

This report summarised the most up-to-date information about skills issue in the post-16 education and training sector in 2002. In particular, it sought to draw together common themes that affect employers and employees working in further and higher education, community and adult education, training and workforce development.

The business management press is regularly urging all executives to get themselves a coach or be left behind as the 'next big thing' in performance improvement rolls past. So what is executive coaching? How does executive coaching work from a coach's perspective? What makes a good executive coach? And how can trainers develop their skills in this area? Alison Carter provides the answers.

The 2002 Employers Skill Survey is the third in a series designed to investigate the extent, causes and implications of skill deficiencies in England. It is based on a structured sample of 4,000 telephone interviews with employers with five or more employees in the nine English regions, conducted between January and March 2002.

This document presents research designed to evaluate the Adult and Community Learning Fund. A key aim of the research was to examine the impact of the ACLF on the organisations involved, the individuals taking part in learning activities, and the communities which the Fund was designed to serve.

IES continued its work for the Association of Graduate Recruiters with this edition of the twice-yearly survey for AGR Members. The report is free to AGR members and can be ordered directly from the AGR.

There is widespread acceptance of the importance of management development, but still much uncertainty about how it can be most effectively delivered to the diverse management population. This IES analysis shows that there is still a need to set clear corporate and operating unit priorities for management development.