Publications

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  Human Capital Measurement

  Approaches, issues and case studies

  Robinson D, Hooker H, Mercer M | Jul 2008 | Institute for Employment Studies

  This study provides a practical insight into how different organisations devise and use human capital measures. Drawing on a series of workshops and real-life case studies, it showcases tried and tested techniques for successfully measuring human capital.

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  Acas Workplace Training Impact Survey 2008

  Gifford J, Carta E, Cox A | Jul 2008 | Advisory, Conciliation and Arbitration Service (Acas)

  Acas regularly evaluates customer attitudes towards its training provision, however, in the case of its bespoke Workplace Training service, this has previously been limited to collecting immediate feedback from trainees. This report describes the findings of the first ever survey to assess the medium- to long-term organisational effects of the service. By interviewing main commissioning clients, 3-15 months post-intervention, the survey evaluated the impacts of Workplace Training on its customers, particularly with regard to the promotion of effective employment relations, providing a rich source of new information

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  Strategy Development and Implementation

  Literature Review - ways of thinking about strategy for Primary Care Trust top teams to deliver world class commissioning

  Robinson D, Mercer M | Jun 2008 | NHS Institute for Innovation and Improvement

  This literature review was commissioned to help inform Primary Care Trusts' (PCTs) approach to the development of their strategic plans. The review provides a summary of the literature on: strategy definitions; 'schools of thinking' about strategy; and methodologies of strategy formulation, development and implementation.

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  People and the Bottom Line

  Tamkin P, Cowling M, Hunt W | Jan 2008 | Institute for Employment Studies

  Does the way people are treated at work make a difference to the performance of the organisations that employ them? Are there returns to investment in human capital in a similar way to investments in physical capital? These seem straightforward enough questions but they have generated huge amounts of debate. Against this background, this study takes into account concerns from both academics and practitioners, and provides a convincing argument that the investments firms make in their workforce make a difference.

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  Acas Helpline Survey 2007

  Hooker H, Usher T, Robinson D | Sep 2007 | Advisory, Conciliation and Arbitration Service (Acas)

  The Acas national telephone helpline service provides advice on employment relations issues to employers, employees and their representatives, dealing with approximately 850,000 calls each year across 12 regional offices. This research presents the findings of the 2007 Acas Helpline Survey.

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  Work and Enterprise Panel 2

  Business Survey

  Cowling M (IES), Bevan S (Work Foundation) | Sep 2007 | Health and Safety Executive

  This report provided information on UK business attitudes, intentions and performance relating to health and safety in the workplace in 2007. In addition, it provided robust empirical evidence concerning linkages and impacts of health and safety strategy and expenditure on an array of hard and soft performance measures of intermediate and final business performance.

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  Human Resources, Organisational Development and Workforce Development in the NHS

  A Review of Recent Research

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

  The NHS Institute for Innovation and Improvement (NHS Institute) commissioned IES to review and summarise existing research findings regarding the role of HR/OD in workforce development and to put forward suggestions for the further development of roles and activities of HR and OD practitioners in the NHS. This report is the outcome of that work.

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  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.

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  Small Firm CEOs and Outside Directorships

  Tenure, Demonstration and Synergy Effects

  Cowling M | Jan 2007 | Institute for Employment Studies

  We investigate the determinants of the number of outside directorships held by CEOs of small, unquoted companies. CEOs of growth orientated firm's hold more outside directorships, as do CEOs of more complex firms. This reflects the need to acquire...

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  Pulling Together

  Getting the Most out of Teams

  Suff P, Reilly P | Aug 2006 | Institute for Employment Studies

  The majority of UK organisations use some form of teamworking. When it operates effectively, working in groups produces improvements in productivity, quality and customer satisfaction levels, as well as enhanced employee flexibility and commitment. When it goes wrong, efficiency and productivity fall as conflict and rivalry replace group cohesion and co-operation.