Publications

Slides: What is mindfulness

Liz Hall's slides from the IES HR Network event 'Mindfulness at work', on 17 March 2015

Management and Leadership Development: Business Benefits for Jersey

Final Report

This report seeks to explore management and leadership skills and the development of management and leadership capability in Jersey based organisations. It draws on a previous piece of work undertaken by the Chartered Management Institute (CMI) and reported in 20121. The questionnaire used in the Jersey research deliberately draws on many of the questions used in the ‘2012 CMI’ survey to allow comparison and benchmarking.

Infographic: Interim findings on the Apprenticeships Trailblazers

The Apprenticeship Trailblazers aim to achieve greater employer ownership of Apprenticeship training. IES was commissioned to lead an evaluation of the early Trailblazers. This infographic highlights the key points of a report published this week by the Department for Business, Innovation and Skills, revealing the interim findings.

Evaluation of the Apprenticeship Trailblazers: Interim report

A report on the apprenticeship trailblazers one year on from the launch of the first standards in March 2014.

Vulnerable Youth & Gender in Europe

This report containing IES research looks at gender and class roles in the European labour market.

Restructuring in the public sector

ERM Annual Report 2014

The European Restructuring Monitor’s annual report for 2014 explores the rapid transformation of the public sector in Europe since the onset of the financial crisis in 2008.

Ethical dilemmas in HR practice

A paper from 'HR in a disordered world: IES Perspectives on HR 2015'

This paper raises an interesting issue of the role of HR in ethics, is it HR’s role to ensure ethical behaviour or is it the role of every employee?

HR business partners: yes please or no thanks?

A paper from 'HR in a disordered world: IES Perspectives on HR 2015'

Business partners are one of the Ulrich model’s most endemic manifestations, seen as integral to the running of business units and providing strategic advice and support to maximise performance. However, all too often various pressures on business partners result in a failure to be sufficiently strategic, the tendency to be drawn into low added value activities and becoming too associated with the business unit in which they sit and less willing to toe the HR line. The popularity of the role can also make it harder to find people of the right calibre. These are partly problems of role definition but also of line interface; devolution to the line has proved harder than anticipated. As a result, there is a real tension between strategic contribution and operational support which organisations have not yet resolved.