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.
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This report presents local governments' evidence needs on supporting people to enter and remain in employment, and proposes evidence reviews to address these.
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This report builds on the interim findings published in September 2025 to provide evidence on whether the JobsPlus model can be adapted to the UK context and effectively implemented to improve employment outcomes.
Lindsay Boswell's presentation slides from IES HR Network Annual HR Director's Retreat 'Swimming against the tide', 27 & 28 April 2016.
This issue of the European Restructuring Monitor Quarterly focuses on the IMF's April 2016 World Economic Outlook.
Ipsos MORI and the Institute for Employment Studies were commissioned to undertake a programme level evaluation of the Employer Investment Fund (EIF) and Growth and Innovation Fund (GIF). This report presents the evaluation findings.
This publication was authored by Tony Wilson before he joined IES.
Graham Bartlett's presentation slides from IES HR Network Annual HR Director's Retreat 'Swimming against the tide', 27 & 28 April 2016.
Hendrika Santer Bream's presentation slides from IES HR Network event 'High involvement change: from consultation to co-production', 7 April 2016.
Dilys Robinson's presentation slides from IES HR Network event 'High involvement change: from consultation to co-production', 7 April 2016.
The headlines continue to suggest that poor behaviour from leaders remains a current issue. In fact there has been a regular drip-drip of media stories that suggest organisational leaders have been turning a blind eye to what is right in favour of what is profitable or expedient. The VW emission scandal is the latest in a very long line of eyebrow raising corporate misbehaviour.
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.
Peter Reilly highlights the practical, procedural difficulties of whistleblowing for HR, but ends with the deeper, worrying evidence that half of HR leaders are being forced to compromise on their principles and the stark challenge that ‘HR might like to start with acknowledging it has a moral purpose in the organisation and make that the basis for its contribution to difficult business decisions.’
