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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.
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.
Generational differences and how they play out in the workplace have become a major area of interest to organisations and catalysed articles in the HR and broader business press and much commentary from consultancy organisations. The thrust of many of these articles is that such generational differences are fuelling difficulties in the workplace as different attitudes clash.
‘Values’ are all around us, especially these days in relation to employing organisations and behaviour at work. Corporate websites often proclaim ‘Our Values’ although many of them look pretty similar. Values sometimes also appear in recruitment information and other people management processes. Being seen to ‘Live the Values’ is a modern requirement for getting what you want, such as your performance bonus, or promotion.
Peter Reilly's presentation slides from IES HR Network event 'Performance management, change at last?', 22 March 2016
Peter Reilly's presentation slides from IES HR Network event 'Performance management, change at last?', 22 March 2016.
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.
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 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.
