Publications

Publications graphicWe author and publish a range of resources to keep you up to date with the latest developments in employment, labour market and human resource policy and practice.

All our pdf publications are free to access.

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  • Slides: Journey of engagement

    Neville P | Sep 2018 | Trinity Laban Conservatoire of Music and Dance

    Paul Neville's slides from IES HR workshop Job/work engagement: Understanding a different aspect of engagement, 13 September, 2018.

  • Information sheet: Internal communications and employee engagement: the role of trust

    Sep 2018 | Institute for Employment Studies

    Information sheet from IES' Megan Edwards presented to delegates at an IES HR workshop: Job/work engagement: Understanding a different aspect of engagement, 13 September, 2018.

  • Slides: Measuring job/work engagement in higher education

    Carter N | Sep 2018 | Universities and Colleges Employers Association (UCEA)

    Nicola Carter's slides from IES HR workshop Job/work engagement: Understanding a different aspect of engagement, 13 September, 2018.

  • Slides: Job/work engagement: Understanding a different aspect of engagement

    Robinson D | Sep 2018 | Institute for Employment Studies

    Dilys Robinson's slides from IES HR workshop Job/work engagement: Understanding a different aspect of engagement, 13 September, 2018

  • Royal Society Research Fellowships: Career Pathway Tracker

    Royal Society Research Fellowships: Career Pathway Tracker

    Mellors-Bourne R, Metcalfe J, Pollard E | Sep 2018 | The Royal Society

    This report presents the findings from the first survey of people involved in the career pathway tracker of researchers taking part in Royal Society fellowships. IES, in partnership with researchers from the Careers Research & Advisory Centre (CRAC) and Vitae, supported the development of the tracking tool.

  • Bridging the gap: an evidence-based approach to employee engagement

    Bridging the gap: an evidence-based approach to employee engagement

    IES Perspectives on HR 2018

    Edwards M | Sep 2018 | Institute for Employment Studies

    Organisations need to recognise that there are different levels of employee engagement and distinguish between job engagement and organisational engagement. In doing so, how can employers and HR then leverage this distinction to meet desired business outcomes more effectively?

  • Building the business case for employee financial wellbeing

    Building the business case for employee financial wellbeing

    IES Perspectives on HR 2018

    Rickard C | Aug 2018 | Institute for Employment Studies

    This paper considers how organisations can build the business case for employee financial wellbeing and offers practical guidance to HR and senior leaders in this area.

  • Money Advice Service What Works Fund: IES project final evaluation report

    Money Advice Service What Works Fund: IES project final evaluation report

    Aug 2018 | Institute for Employment Studies (IES)

    This report presents the findings from an IES study funded by the Money Advice Service and conducted in 2017-18. The study trialled IES and Chartered Institute of Personnel and Development (CIPD) employee financial wellbeing guidance in organisations and aimed to build a business case for support on employee financial wellbeing.

  • Change capability in the agile organisation

    Change capability in the agile organisation

    IES Perspectives on HR 2018

    Carter A, Varney S | Jul 2018 | Institute for Employment Studies

    With organisations being encouraged to embrace 'agile', this IES paper considers the challenges of large-scale change, and how organisations can become both change-ready and change-capable, in order to thrive in today's fast-paced environment.

  • Supporting line managers to foster engagement

    Supporting line managers to foster engagement

    Robinson D | Jul 2018 | NHS Employers

    This briefing paper, produced by IES on behalf of NHS Employers, offers guidance to HR and senior leaders in the NHS on how line managers can relate to their direct reports in an engaging, motivating manner.