Publications

Search results

• 

  Cascading Messages through Others

  The Effect on Awareness of, and Compliance with the Duty to Manage Asbestos Regulations

  Sinclair A, Gifford J, Hunt W, with Bust P, Gibb A | May 2007 | Health and Safety Executive

  This report presents the findings of a research project aimed at exploring the impact of the Health and Safety Executive's (HSE) Cascading Messages Through Others Campaign. This initiative was launched in 2002, and is designed to educate and inform dutyholders and responsible others regarding the Duty to Manage Asbestos Regulations (regulation four of the 'Control of Asbestos at Work Regulations (CAWR) 2002') in non-domestic premises. The campaign aims to pass on information to organisations via HSE partners, who have been encouraged to put on training events for dutyholders with the support of HSE-designed training materials and activities.

• 

  Landlords' Responses to the Disability Discrimination Act

  Aston J, Hill D, Williams C | Apr 2007 | Department for Work and Pensions

  This qualitative research explores how landlords were responding to their Disability Discrimination Act (DDA) duties prior to December 2006, and their awareness of the new DDA duties for landlords which were coming into force in December 2006. It consists of 45 in-depth interviews: five interviews with landlords' stakeholder organisations, 25 interviews with landlords, and 15 interviews with disabled tenants. The landlords sample included local authorities, housing associations, private landlords and letting agents.

• 📄

  Effective succession planning

  A framework for thinking about your own approach

  Hirsh W | Apr 2007 | Institute for Employment Studies

  Succession planning is one part of ensuring that an organisation can meet its future needs for people. ‘Talent management’ is now a common umbrella term for the attraction, retention and development of people with potential. Succession planning certainly comes under that umbrella. In some organisations succession planning and talent management focus only on senior leadership, while others choose to apply the same concepts and processes to broader groups of jobs and people.

• 📄

  The Going Rate

  Paying for Specialist Skills

  Suff P, Reilly P | Apr 2007 | Institute for Employment Studies

  This paper reviews the factors influencing specialists' pay and evaluates pay determination techniques. It concludes that an analytical approach is necessary to provide both the transparency and objectivity required to defend an equal value claim, as well as provide staff with the reassurance that pay decisions are based on impartial criteria.

• 

  Human Resource Management, Organisational and Workforce Development in the NHS

  From Current Thinking to Future Models: An Interim Report

  Reilly P, Tamkin P, Miller L, Broughton A | Apr 2007 | NHS Institute for Innovation and Improvement

  The aim of this enquiry is to help identify areas of development in terms of human resource management/organisational development and work development activity for the NHS Institute and its stakeholders. Such activity clearly has a key role in developing a flexible, adaptable workforce that is capable of sustaining continuous service improvement.

• 

  The Experiences of Sexual Orientation and Religion or Belief Discrimination Employment Tribunal Claimants

  Denvir A, Broughton A, Gifford J, Hill D | Mar 2007 | Acas

  In 2006, Acas commissioned a qualitative study exploring the experiences and views of employees who had been involved in sexual orientation and religion or belief employment tribunal cases. This document provides a summary of that research. An over-arching summary is presented followed by findings which draw out the particular experiences of the two groups of claimants.

• 

  Corporate Warming

  Managing the workforce environment

  Mar 2007 | Adecco

  This report by Loudhouse for Adecco, with advisory input from IES, investigates attitudes and opinions towards the workplace today, looking at employee issues, such as motivation and workforce attrition, whilst also addressing the role of workforce management and human resources at a strategic level.

• 📄

  Motivating Key People

  Dilys Robinson | Mar 2007 | Institute for Employment Studies

  Is your organisation losing its key people? Do you know why, and what might have persuaded them to stay? Are you confident that you can identify your key people and explain what makes them key? Do you know what motivates them, and why they might be looking elsewhere for job satisfaction? This paper aims to help you answer these questions and profiles different kinds of key people, for a practical and strategic approach.

• 

  Higher Education and ESF Objective 3

  An Evaluation of Impact

  Aston J, Dewson S, Hillage J, Bates P, Usher T | Feb 2007 | Institute for Employment Studies

  The Higher Education European Social Fund (HE ESF) Unit has been responsible for managing ESF projects for the HE Sector in England since 2001. This report provides a greater understanding of the social, economic and labour market impacts of HE ESF projects. It comprised four methodological elements: desk research; literature review; secondary data analysis of HE ESF project closure reports; and case study research.

• 

  Organisations' Responses to the Disability Discrimination Act

  Simm C, Aston J, Williams C, Hill D, Bellis A, Meager N | Feb 2007 | Department for Work and Pensions

  This report explores organisations' awareness of and responses to the Disability Discrimination Act, looking particularly at issues relating to employment, provision of goods, facilities and services, public functions and private clubs. The research builds on a similar study undertaken in 2003, and is based on 2,000 telephone interviews and 50 case studies. A separate technical report outlining the methodological approach and the research design is available from the DWP.