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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JobsPlus is a voluntary community-led, hyperlocal employment support programme designed to help people in social housing communities find work. This partnership paper presents the findings from the JobsPlus pilot evaluation which relate to working with local partners, summarising the wide-spread benefits of this approach.
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These top tips have been developed as part of the Labour Market Evidence programme, a partnership with Learning and Work institute. They share practical lessons on designing, delivering and evaluating local work and health programmes. They are designed for local and regional policy, delivery, data and evaluation teams, and senior decision makers.
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.’
Of all HR practices, performance management systems appear to be almost universally embedded in organisational best practice. One CIPD survey found that 95 per cent of organisations have appraisals (Sung and Ashton, 2005). Assuming that organisations behave rationally, we might expect that they use appraisals because they benefit the organisation.
Duncan Brown offers a detailed description of this year's gender pay reporting requirement and how to maximise the benefits from it.
We spend a lot of our time at work. Around eight hours a day, for at least 40 weeks every year, for 40 years or so.
