Institute for Employment Studies Annual Review 2013 The IES mission

The IES mission is to help bring about sustainable improvements in employment policy and human resource management. IES achieves this by increasing the understanding and improving the practice of key decision makers in policy bodies and employing organisations.

www.employment-studies.co.uk Contents

From our Chair 3 Director’s introduction 4 How IES works 5 Building the evidence base for public employment policy 6 International labour markets and employment policy 10 Research and consultancy for employers 13 Corporate Membership: the IES HR Network 16 HR Network members 2012-2013 18 IES Council and Board of Trustees 19 Staff and associates 20 Clients 22 Partner organisations 24 Financial Summary 25 An active institute: publications, papers and presentations 26 IES advisory roles 36

IES Annual Review 2012/13 1 From our Chair

David Smith Chair of the IES Board

As Chair of the IES Board of Trustees, I am delighted to be able to report on a strong performance in the 2012/13 financial year. The Institute has responded successfully to the difficult economic circumstances it has faced in the last few years and adjusted its cost base to match the tighter funding environment.

It is especially pleasing that the Institute’s diversification strategy has paid off. The growth in HR work for employers and, particularly, in public policy work in Europe, has helped to offset the impact of austerity-driven reductions in UK government funding. Despite the latter, IES remains at the forefront of employment policy research in the UK, and is engaged in the evaluation of many key initiatives, including the controversial Work Programme.

The Institute’s charitable mission to work with employers and public agencies to improve employment policy and practice remains highly relevant in current turbulent times. Through the skills and expertise of its staff, IES continues to lead the debate on these topics. During the year, the Institute’s Director and management team have been greatly assisted by the IES Council and its Board of Trustees. I would like to thank them all for their support and commitment.

2 IES Annual Review 2012/13 Director’s introduction

Nigel Meager IES Director

The financial year 2012/13 since 2010, both streams of work grew significantly was a successful year for IES in during the financial year 2012/13, and this growth which it returned to financial continued to balance and offset the financial surplus, and consolidated its stringency experienced in the UK public policy work. position in the new economic As a result, the Institute is now more financially and political environment. resilient than previously, with less reliance on a small number of funding streams. Equally importantly, it The Institute has, while has a richer and more mutually reinforcing balance maintaining its role as one of work than before, operating at several levels: of the main suppliers to UK from micro-level research and consultancy with and policy-makers of research and for individual employers; through national level evaluation on employment research and evaluation on employment policy; to and related topics, continued to diversify the range international research comparing employment policies, of its work. In particular, the year saw both growth regimes and experiences across different nations. The and increasing diversity and breadth in the Institute’s continued growth in the Institute’s international work two other main work streams: international public is particularly gratifying, as is the contribution of that policy work, and HR work for employers and employer work to European policy debates on crucial topics such bodies. as youth unemployment. Research and evaluation work on UK public policy As detailed elsewhere in this review, the Institute continues to account for just over half of the Institute’s has, in pursuit of its charitable mission, been actively work. Despite the environment of economic ‘austerity’ engaged in the wide dissemination of its work, and within which public policy-making now operates in the in helping others interpret the messages from its UK, it is nevertheless clear that evidence still matters research findings. As always, this dissemination takes to policy-makers, politicians, parliamentarians and place through a variety of channels including the the wider public and media, and government is still press, broadcast media, and the internet as well as prepared to pay for the collection and interpretation professional and academic journals, conferences and of that evidence (albeit on a smaller scale than before). seminars. Increasingly during 2012/13 the Institute The Institute’s charitable mission to undertake rigorous also moved towards making greater use of Twitter and research to improve employment policy and practice other social media to get the results of its work out remains as relevant as ever, and 2012/13 saw us into the wider world. pursue that mission energetically in our UK public policy work. This work, which is described in more The successful year reported in this review is entirely detail elsewhere in this review, includes high-profile the result of the expertise, hard work and commitment evaluations of major public interventions such as the of my colleagues at the Institute, together with the Work Programme and the Youth Contract. contributions made by our growing network of partners and associates. I thank them all for their The other half of the Institute’s work is split fairly contributions, and thanks are also due to the members evenly between our international policy work, and of the IES Board and Council, whose support and our HR work for employers. Following an explicit guidance have been critically important to the Institute strategy of diversification established in the years during 2012/13.

IES Annual Review 2012/13 3 How IES works

Since its creation in 1968-69, IES has become the UK’s leading independent centre for research and evidence-based consultancy in employment, labour market and human resource policy and practice. Increasingly its work also has an international perspective. It is not-for-profit, its activities being funded through research and consultancy commissions, and from its corporate membership programme.

Several key principles underlie the operation of IES:

Independence and dissemination The purpose of IES, set out in its mission (outlined on the inside front cover) is to help bring about sustainable improvements in employment policy and human resource management. It does this through its research and consultancy work, by increasing the understanding and improving the practice of key decision-makers in public policy bodies and in employing organisations in the private and public sectors. Crucial to the Institute’s mission, and underpinning its charitable status, is that it should inform not simply those who directly commission our research and consultancy, but also the wider community of policy- and decision-makers. This provides the Institute with an imperative to publish and disseminate the findings of its work as widely as possible.

Multidisciplinary, rigorous and ethical IES deploys a wide range of expertise in its work, approaching problems from different disciplinary perspectives and, where appropriate, combining those perspectives in its research and consultancy projects. IES has around 40 staff, including 30 professional researchers and consultants, among whom are economists, econometricians, statisticians, sociologists, management scientists, geographers and occupational psychologists. In addition, we work with an extensive network of individual associates and partner organisations, enabling us to bring a further range of specialist expertise to individual projects as required.

IES sets great store by the independence and rigour of its work. It is not a campaigning organisation or ‘think-tank’ and it does not take a political stance in its work. It aims to ensure that its staff deploy appropriate and state-of-the-art methodologies to its research and consultancy assignments, and it invests in staff training and development to support this. It also upholds high standards of research ethics in the conduct of all its research.

4 IES Annual Review 2012/13 A dual focus on public policy and employers A unique and constant feature of the Institute is its dual focus on work for public policy- makers on the one hand and employers on the other. This stems from a recognition that the employment and regulatory policies of the state and its agencies, and the HR policies and practices of employers are two sides of the same coin, and that to meet its mission, IES must pursue a balanced portfolio of work for both sides. This portfolio is set out in more detail in the following pages. On pages 6 to 12 we detail the past year’s range of research on public policy topic areas, together with our international work. Pages 13 to 18 highlight our work with and for employers, which falls under two broad headings: project work for employers or employer bodies, which is a mixture of research and consultancy, training, coaching and continuing professional development; and our corporate membership programme, the IES HR Network, which brings employers together to learn from and contribute to the evidence base on HR policy and practice.

IES Annual Review 2012/13 5 Building the evidence base for public employment policy

During the year, the Institute continued to take a leading role in monitoring UK labour market trends, researching potential market deficiencies, opportunities and challenges and evaluating policy interventions. The Institute’s work played a significant part in generating and disseminating evidence and insights to help policy-makers at all levels to design and deliver more effective interventions.

Our work covers the whole employment field: from the efforts of school leavers to enter apprenticeships and jobs, through to the graduate labour market, and the increasing employment of older workers. We also look at:

n the role of employers and how they recruit and train people,

n the role of government in, for example, designing and implementing programmes to help unemployed people, young and old, into work, and

n the role of intermediaries including careers advisers, employment services and training and education providers.

Our work in the UK policy scene during the year reflected this broad canvas.

Investment in skills The Institute has a growing track record of research on skills demand and supply, building on our background work for the 2010 National Strategic Skills Audit. During the year, with colleagues from the Institute for Employment Research, we researched and wrote an updated National Strategic Skills Audit for Wales, for the Welsh Government. It highlighted the continued importance of managerial jobs and skills, especially in retail, health and social care; the need to improve management capability in exploitation of technology; the continued demand for teaching and health professionals and for skilled workers in construction, metal, electrical and electronic trades. These roles are likely to become more important if the recent improvements in the economy flow through to the labour market.

One of the key sources of the supply of skills is from the increasing number of apprenticeships and the Institute has a growing research portfolio on apprenticeships, including our ongoing evaluation of the Apprenticeship Grant for Employers for the Department for Business Innovation and Skills. One study completed during the

6 IES Annual Review 2012/13 year was an evaluation of the impact of the introduction of the minimum wage rate for apprentices, which we found to have had a greater effect on younger people’s pay, particularly in sectors like hairdressing, than on the pay of older apprentices.

Another way in which future economic needs can be met is through employers investing in the skills of their existing workforce, who will be the source of over 80 per cent of the people employed in ten years’ time. The Institute has been working with the UK Commission for Employment and Skills (UKCES) to investigate ways in which increased employer investment in training and skill development could be encouraged.

In this light we have examined the role that occupational regulation, ie introduction of minimum prescribed skills standards into an occupation or an aspect of it, can have in raising skill levels. We found that schemes with a clear rationale behind them, set at the right skill level and with an effective regulatory body behind them, could be effective in raising skill levels, status, standards and performance. In a separate study for UKCES we assessed the potential for skills- related employer networks to support knowledge exchange, skills investment and economic growth. 2012/13 also saw the Institute continuing to evaluate Investors in People, and a report based on a series of case studies published during the year found that the standard was particularly relevant to ambitious organisations seeking to grow in revenue and employment, through helping to plan for the challenges of recruiting, managing and retaining a larger workforce.

Another way in which employers meet their skills and staffing needs is through recruitment and, in a study for Acas, we found that they are increasingly using social media in the recruitment process, often to complement more traditional methods. Usage depends on factors such as the size and sector in which the organisation operates. For example, younger, growing companies were more likely to use social media. However, employers may need to think more strategically about their whole recruitment process and the extent to which it is fair and relevant to seek information about a potential employee’s private life as part of the hiring process.

Having the skills that employers are looking for is particularly important for unemployed people seeking to get back into the labour market. Our study for the Department for Work and Pensions (DWP) on how careers services and Jobcentre Plus are working more closely together found that skills provision and employment services were becoming better integrated, although there was still scope for further progress across both systems. Where it works well, claimants and employers report considerable benefits. Job seekers like the opportunity to add qualifications to their CV and gain the confidence and skills they need to find work, while employers successfully fill vacancies with motivated and skilled employees.

IES Annual Review 2012/13 7 Unemployment and welfare to work The main Government initiatives aiming to help unemployed people back to work are the Work Programme and, for younger people, the Youth Contract. We are leading the consortium evaluating the former for DWP and, in a separate partnership, we are evaluating the Department for Education’s element of the Youth Contract. Both these major evaluations were ongoing during 2012/13 but an interim report on the Work Programme evaluation, which investigated the delivery and experience of the programme in the first year, found the personalisation of support, a key tenet of the programme, was often more procedural than substantive in nature. Many providers were prioritising more ‘job-ready’ participants for support, ahead of those who are assessed as having more complex/substantial barriers to employment, suggesting that the problems of ‘creaming’ and ‘parking’ which have bedevilled many employment programmes based on payment by results in the past, may still be present in the Work Programme itself.

Health and well-being at work Finally, our research programme on health at work continued to flourish in 2012/13. This included our major quantitative evaluation of the introduction of the new medical statement of fitness for work, or the ‘fit note’ which replaced the former ‘sick note’ in 2010. This study found evidence that the new fit note was having an effect in lowering long-term absence levels. It also found that mental ill-health conditions, such as depression, anxiety and stress constituted increasingly important reasons why employees took sick leave and that there was a strong relationship between the length of sickness absence and the levels of social deprivation in a local area.

8 IES Annual Review 2012/13 The value of higher education In November 2012, IES held its annual policy conference. This year the subject was the value of higher education (HE), and the conference brought together a range of stakeholders from universities, colleges, HE bodies, government agencies, employers, think-tanks and research organisations to explore ‘value’ from a range of perspectives.

The speakers included: n Gordon McKenzie, Deputy Director for higher education policy at the Department for Business, Innovation and Skills n Professor Nigel Thrift, Vice Chancellor of the University of Warwick n Louis Coiffait, Head of Research at The Pearson Think Tank n Deborah Roseveare, Head of Skills Beyond School Division, Directorate for Education, of the Organisation for Economic Cooperation and Development (OECD) n Professor Les Ebdon, the Director of the Office for Fair Access (OFFA)

The conference covered many of the key issues facing the HE sector including: n The variety of roles that universities play in modern society, from elite institutions with global attraction creating new knowledge to mass institutions serving labour markets and inducting skills. n The marketisation of the sector and the extent to which domestic participation, part-time or full-time, will be affected by the switching from public to private funding and the opportunities provided by the growth of internationally mobile learners. n The returns from higher education, which in some cases in the UK are no higher than upper secondary education, according to the OECD; and that having a tertiary education is no guarantee of a higher income.

■■ The role of higher education as an agent of social mobility and the challenge that many institutions face in encouraging applications from less traditional sources and counteracting intergenerational immobility.

A full report of the conference is available in the Spring 2013 issue of Employment Studies, our public policy newsletter.

Jim Hillage, IES Director of Research, chaired the conference

IES Annual Review 2012/13 9 International labour markets and employment policy

The Institute’s work on international (mainly European) public policy topics continued to go from strength to strength during 2012/13 and it now accounts for nearly a quarter of IES project income. This welcome development both helps to diversify the Institute’s funding streams, and continues to enrich our understanding of policy and labour market issues by enabling us to draw on international experience.

The Institute now undertakes research and evaluation for all of the major European institutions that commission work in employment and related social fields. As in previous years, our international client base in 2012/13 included the European Commission, the European Parliament, the European Foundation for the Improvement of Living and Working Conditions (Eurofound), the European Agency for Safety and Health at Work (EU-OSHA), the European Centre for the Development of Vocational Training (Cedefop) and the International Labour Organization (ILO).

The bulk of the Institute’s international work is undertaken in partnership with other research institutes and organisations across Europe and beyond. Sometimes IES will lead a consortium of partners to bid for and undertake a particular project; on other occasions IES will participate in a consortium led by others. The efforts made in recent years to build better contacts and closer relationships with suitable partner organisations in other countries are now beginning to bear fruit, and some of our most frequent and important partners are listed on page 24 of this review.

Youth labour market A major strand of IES European work in the last couple of years has focused on the youth labour market, which is one of the most pressing concerns of policy makers in the EU in light of the ongoing crisis of youth unemployment that has continued to affect most European countries. The Institute’s recent work has been very influential in this respect and received prominent coverage in international fora: in particular, our work on youth traineeships for the European Commission was widely cited in European policy circles. This high profile for the Institute’s work led to further new projects in this area during 2012/13. In particular:

n IES is now leading a project for Eurofound, aiming to provide an overview of good practices in selected member states which promote successful school-to-work transitions for both young people in general and those who face specific labour market barriers, notably those not in education or employment (NEETs).

n Building on the influential work on apprenticeship and traineeships in Europe undertaken by Kari Hadjivassiliou and other IES colleagues, IES is now part of a consortium led by Ecorys consulting, together with IRS in Italy, which is undertaking a major two-year project to help and advise the European Commission in supporting national and regional governments and social partners to establish new apprenticeship/traineeship programmes and improve the performance of existing programmes. This is a good example of a

10 IES Annual Review 2012/13 project which, because of its scale, geographical coverage and its technical assistance components, IES could not undertake on its own, but has been able to benefit from our recent efforts to build cross-national partnerships and consortia.

Health and safety at work Another important strand of recent development in the Institute’s international work has been in the area of health and safety at work. In this context, 2012/13 saw the winning of several significant projects from the European Health and Safety Agency (EU-OSHA). These projects further reinforce the Institute’s position as a major supplier of research and evaluation to the Agency (a relatively new client to IES), and help to offset the dramatic decline in UK commissioning on workplace health and well-being topics, with very little now being commissioned from the Health and Safety Executive, for example. This work included:

■■ Two major projects helping EU-OSHA with the redesign and evaluation of the European Survey of Enterprises on New and Emerging Risks (ESENER). This is a pan-European survey of enterprises across 31 countries, focused on exploring management practice and policy in managing health and safety risks at work, based on 36,000 interviews with representatives from both management and the workforce.

■■ An important commission from EU-OSHA to evaluate its Communication Partnership Project, the aim of which is to is to improve the reach of communication on occupational safety and health topics to small and medium-sized enterprises (SMEs) across Europe.

■■ A new commission from EU-OSHA to evaluate the 2012-2013 Healthy Workplaces Campaign, which focuses on working together for risk prevention.

Industrial relations and social dialogue 2012/13 also saw the continuation and development of the Institute’s programme of work on industrial relations and social dialogue, which has been a traditional strength of IES’ international research work. In particular, following a further contract renewal, IES continues to provide to Eurofound information reporting services on industrial relations, working conditions and change management across the EU, leading a consortium with French and Belgian partners. Additional new developments in this work area during the year included: n In the early part of the year, an appointment for Andrea Broughton, Principal Research Fellow at IES, as Chief Editor of the report Industrial Relations in Europe 2012, on behalf of the European Commission (the report was published in early 2013). n Also in the early part of the year, a study for Eurofound of the impact of the economic crisis on industrial relations in Europe.

IES Annual Review 2012/13 11 n A cross-country study for the International Labour Organization on the role of collective bargaining and social partners in strengthening the relationship between wages and productivity. This study covers the Americas, Africa and Asia as well as Europe, and it is hoped that it will lead to subsequent in-depth work to support policy recommendations on strengthening the link between wage settlements and productivity trends.

n A study, funded by the European Commission, of industrial relations and restructuring in the banking and automotive sector, feeding into a project run by an Italian trade union confederation, which aims to improve the efficiency of industrial relations strategies during economic restructuring.

As in recent years, however, in addition to the main thematic areas of the Institute’s international work, the year also saw a great diversity of new projects for international clients across a wide range of employment-related topics. In 2012/13, these included:

n The delivery of a training programme on evaluation of skills initiatives conducted for the ILO in Geneva.

n A small project for the World Bank and ILO looking at the Indian apprenticeship system.

n A study of immigrant workers and workforce development systems in Germany, on behalf of the Migration Policy Institute in the US.

n The UK component of an EU-wide study on employment in the personal and household services sector, for the European Commission.

n Further work for the German Federal Institute for Vocational Education and Training (BiBB), looking at induction and development processes for new career entrants in a number of industries.

n A small study for the European Parliament, looking at the economic added value of further moves towards reducing the gender pay gap in Europe.

n Also for the European Parliament, a study of private employment agencies

Finally, some important ongoing longer-term European projects continued during the year, including the Institute’s participation in a consortium led by ÖSB Consulting in Austria to manage and deliver the ‘Peer Review Programme in Social Protection and Social Inclusion’ on behalf of the European Commission. The programme focuses on the identification and sharing between member states, of good and innovative practice in social policies. IES has been part of the core team in this initiative since 2006.

12 IES Annual Review 2012/13 Research and consultancy for employers

For employers and employer bodies in all sectors of the economy we offer a range of services, the largest component of which is bespoke research and consultancy based upon a body of research knowledge built up over the years. Using similar content we offer a corporate membership programme (the HR Network).

HR research and consultancy Our project work is very varied in content, as well as in the type of client. We undertake a number of evaluations of HR policy and practice, leadership, and learning and development activities, both directly for employers and for employer bodies. We use evidence to help the redesign of HR policies and practices, especially gathering data to build a case for change, or testing the temperature of the employment climate (via employee engagement surveys or focus groups). Increasingly, however, we are active in advising, encouraging and supporting HR managers through change programmes. This might involve design (eg of a new pay structure), facilitation or option formation. We also help organisations build internal capability through our CPD (Continuing Professional Development) offering. This covers most of the HR bases in terms of content, underpinned by evidence of what works.

Some of our project work involves providing evidence for decision- makers through the acquisition and deployment of particular forms of data (eg from employee engagement surveys, workforce planning analysis, etc). Other types of project involve giving support to organisations seeking to make themselves more effective, especially through change initiatives. We may mobilise data, but we also offer timely advice and challenge to optimise outcomes.

On many occasions we execute projects on our own but increasingly we partner other organisations. We have had long-standing relationships with Cranfield School of Management and QinetiQ, and more recently with BAE Systems, to execute a number of personnel projects for the Ministry of Defence. We also frequently collaborate with the Strengths Partnership on development and coaching programmes. This year we were part of a team led by Edinburgh Napier University to assist Fife Council’s Workforce Transformation Programme.

IES Annual Review 2012/13 13 Assignments for employers

Change management Our support for the management of change has concentrated on the public sector where the need for transformation is particularly evident. Thus, during 2012/13 we continued to support the Housing Ombudsman’s rapid change programme, providing insight and constructive challenge on matters related to structures, new roles, cross-functional team working and proportionate career and talent management options within a flat-structured organisation. We also prepared an organisational development case study for the Housing Ombudsman describing their transformation journey and key learning points. Strategic assistance includes strategy review facilitation and ‘good to great’ Audit and Risk Committee development support. Leader and manager development assistance continues with the design and delivery of training for managers on effective performance conversations, and with further coaching (also to other staff) on personal development issues.

The HR function A number of our change projects during the year focused on the HR function and its transformation. We continued to work with Cheshire HR Services in the development of its support to the NHS and wider public sector community. Our work with South East London boroughs on opportunities for further collaboration also continued, looking at helping build capability in their HR teams. Work on the HR function included an assignment for a Further Education college on optimal HR arrangements based on a review of their current performance and inputs, and work for NHS Scotland on HR shared services models.

Reward and performance During the year the Institute undertook several reward and performance management projects for employers.

n We helped the Wellcome Sanger Trust Institute establish a contribution assessment approach linked to pay.

n For Plan International (a child rights charity) IES reviewed a pilot of a newly-introduced performance-related pay scheme for HQ and international staff.

n We examined the issues in pay structure harmonisation of local authorities engaged in partnership working and an analysis of their future pay and reward strategy options.

Learning and development In our work on learning and development we undertook a Strategic Learning and Development Assessment for the Home Office to ensure that L&D priorities in Immigration Enforcement, UK Visas and Immigration and Operational Systems Transformation are aligned with business priorities.

During the year we delivered Leadership Strengths workshops for each of the regional management teams at ISG Construction.

The year also saw IES doing coaching surveys for the Leadership Academy and running a pilot in coaching for behavioural change for NHS East of England.

14 IES Annual Review 2012/13 Workforce planning

A traditional area of strength is workforce planning, and IES undertook a range of projects in this area during 2012/13. n The year saw continuation of the Institute’s work in training and supporting Plan International’s country operations to use a workforce planning tool. n We provided workforce planning training for the accountancy firm Moore Stephens. n We conducted a workforce planning training course for, and subsequent coaching support to, four countries and the regional office of World Wide Fund for Nature in central Africa.

Flexibility at work For some years we have been partnering Working Families in surveying the performance of organisations in achieving the right balance between work and home. This has supported Working Families’ awards to employers on their family-friendly working practices and their embedding of them into their culture.

Assignments for professional and sectoral bodies IES has a steady stream of work for professional and sectoral employer bodies, which continued during 2012/13: n For the Universities and Colleges Employers Association and Universities Human Resources we developed an ‘Engagement in HE’ toolkit. n For the Chartered Institute of Professional Development we contributed to a project on social media and the recruitment of young people. n We did an evaluation for the NHS Institute for Innovation and Improvement of the ‘15 Steps Challenge Programme’ designed to help staff, patients and others to work together to identify improvements that will enhance the patient experience. n Over the years, IES has conducted a range of studies for the Learning and Skills Improvement Service (LSIS). LSIS was wound up during 2012/13 and IES was commissioned to review the organisation’s legacy with regard to leadership development across the learning and skills sector. n We conducted surveys of professional groups for, amongst others, the Bar Standards Board (barristers) and the Royal College of Veterinary Surgeons (recently-qualified veterinary surgeons). These surveys enable professional/membership bodies to gain a greater understanding of the working lives of professionals (for example, their day-to-day activities and experiences) and of their attitudes towards their current jobs, their future careers and their profession as a whole. The survey results help professional bodies in their workforce planning, policy formation, lobbying and design of appropriate support for their members.

IES Annual Review 2012/13 15 Corporate Membership: the IES HR Network

The HR Network is one of the key means by which IES delivers its charitable mission and strategic vision to employers and employer bodies.

Our membership offer provides opportunities for HR leaders to network and reflect, via our annual ‘HR Leaders’ Retreat’ and ‘Provocation’. Membership is also an opportunity for them to take advantage of IES’s experienced staff in critical friend support and challenge sessions; for HR professionals to benefit from IES knowledge through our Masterclass programme and Annual Conference; and for organisations to work together to solve their people management problems through participation in Action Learning Sets and Workshops. Increasingly, we are delivering content to internal HR teams through short, sharp ‘Knowledge Knibbles’ and via in-house Continuing Professional Development. Some organisations are finding it convenient to bundle consultancy with membership at attractively discounted prices.

The HR Network also offers access to an online knowledge base with a range of papers, reports, presentations and other material.

Our events during the last twelve months touched on core areas of job design, organisational values, diversity, HR business partners and the employee value proposition.

Our biggest event in the year was the Annual Conference in October 2012 with over 90 delegates, on the theme of ‘Evidence-based HR’. The conference, which was chaired by Imelda Walsh, had an academic contribution from Professor Rob Briner of Bath University, and IES’s Penny Tamkin set out the research on the people-performance link. Case studies came from Vestas and SpecSavers.

Penny Tamkin, IES Associate Director, addresses the HR Network conference

16 IES Annual Review 2012/13 Our HR Directors’ ‘provocation’ took place in September 2012. Entitled ‘what has Dave Ulrich ever done for us,’ it was a thoughtful review of Ulrich’s famous model of HR by three HR grandees (Neil Roden , Geoff MacDonald and David Smith, pictured left) who chose to either critique or support the model.

Our latest HR Leaders’ Retreat was held at a country house hotel in Dorking. It examined ‘The HR Director as Organisational Leader’. We had a varied programme covering a practitioner insight from Oxfam, among others; a perspective of a search agency (Odgers Berndtson); a contribution from the, just retired, Chief Inspector of Constabulary, Sir Denis O’Connor, on organisational values in an employment context and the view of a Chief Executive (from the London Borough of Camden).

We have recently completed the ‘Strategic Workforce Planning’ Action Learning Set (ALS) and we have two further ALS’s ‘Human Capital Metrics’ and ‘Outstanding Team Leadership’ in progress. The ‘Outstanding Team Leadership’ intervention has a slightly different format, with meetings with individual organisations rather than group meetings.

Our research and publications output this year has included: ‘The business-workforce dialogue: A framework of questions to support planning in a time of change’; ‘Organisational Values and the role of HR: A review of current thinking’; ‘Impact of coaching: An empirical longitudinal study into coachee well-being, engagement and job satisfaction following a coaching programme at work’; and ‘IES Perspectives on the HR Year Ahead 2013: interesting times’.

IES Annual Review 2012/13 17 HR Network members 2012-2013

Architects Registration Board Institute of Cancer Research AstraZeneca Group plc ISG plc CAFOD Kingston University Cancer Research UK Local Government Employers Centrica London Councils Circle Ministry of Defence Civil Aviation Authority National Offender Management Services Department for Business, Innovation and Skills Network Rail Department for Culture, Media & NHS Employers Sport Office of the Independent Department for Environment, Food Adjudicator for Higher Education and Rural Affairs Ordnance Survey Department for Transport Plan International Department of Energy and Climate Royal Bank of Scotland Change Royal Navy E.ON UK plc Shell in the UK Family Action Siemens IT Solutions and Services Government Communications Headquarters Surrey Police Home Office Transport for London Housing Ombudsman Service Treasury Solicitor’s Department Infineum International Ltd University of Brighton Wellcome Trust Sanger Institute WSH Limited

18 IES Annual Review 2012/13 IES Council and Board of Trustees

Our Council provides guidance, advice and support to the Institute’s executive team in furthering the Institute’s mission and long-term objectives. The Board, a subgroup of the Council chaired by David Smith, acts as the formal trustees and in the governance role.

IES Board and Council September 2013

President Council members Sir Richard Sykes Professor Steve Barnett Peter Blausten, Morgan Crucible plc Vice-President and Board Chair Professor Julian Crampton, University of Brighton David Smith* Sir Stuart Etherington, National Council for Voluntary Organisations* Professor David Guest, King’s College, London Honorary Life President Katja Hall, Confederation of British Industry* Sir John Cassels CB Sally Hopson MBE, Pets at Home Ltd* Bernadette Kelly, Department for Business, Innovation and Skills Roger McClure, JANET (UK)* Geoff McDonald, Unilever plc Sam Mercer, General Council of the Bar Toby Peyton-Jones, Siemens plc Geoffrey Podger CB, Health and Safety Executive* Ed Sweeney, Acas*

* Board Members

IES Annual Review 2012/13 19 Staff and associates

As a knowledge-based organisation, IES depends crucially on the skills and expertise of its staff. The IES staff is multidisciplinary, drawing on a wide range of academic and practical backgrounds. We operate high standards of recruitment and IES is an Investor in People, committed to providing skill and career development to all our staff. We also work with a network of associates whose skills and experience supplement those of our staff.

IES staff team September 2013

Institute Director Research and consulting staff Nigel Meager BA, MPhil, FRSA Christine Bertram BSc, MA, PhD Sarah McCann BA Andrea Broughton BA, MA, PGDip Mary Mercer BSc, MSc, MCIPD Director, Finance and Jonathan Buzzeo BA, MA Linda Miller BSc, PhD Administration Martin Culliney BA, MA Vahé Nafilyan BSc, MSc Jane Hart BA, LLB, ACIS Paul Fairhurst BSc, MSc Becci Newton MA, PGCert Beth Foley BA, MPhil Emma Pollard BA, MA Director of Research Rosie Gloster BA, MSc, PGCert Catherine Rickard BSc Jim Hillage BA, MSc, FRSA Kari Hadjivassiliou BA, MSc Dilys Robinson BA, MBA, FCIPD Jenny Holmes BA, MSc, Alice Sinclair BSc, MSc Director, HR Research & Chartered MCIPD Stefan Speckesser MA, PhD Consultancy Louise Laing BA Joy Williams BSocSc Peter Reilly BA, MA Stefanie Ledermaier BA, MA, MSc Matthew Williams BA Rachel Marangozov BA, MPhil, PhD Sally Wilson BSc, PhD Associate Directors Annette Cox BA, MSc, PhD, MCIPD Penny Tamkin BSc, PhD, CIPD Diploma, Dip Econ

20 IES Annual Review 2012/13 Finance Mgr / Asst Co Secretary Principal Associate Fellows and Research Associates Philip Miles Consultants Jane Aston BSc, MPhil Linda Barber BA Peter Barnard BA HR Manager Duncan Brown MA, MBA, Helen Barnes BA, MSc, DPhil Chartered FCIPD Pamela Stocks BA, PGCert, PGDip, Anne Bellis BA, DPhil Professor Mike Campbell BA, MA, Chartered FCIPD Alexander Braddell FRSA, OBE Prof. Jim Buchan MA, PhD, DPM Alison Carter BA, MBA, DBA, FCIPD Information Manager Mark Butler Valerie Garrow BA, MSc, PhD Lorna Hardy BA Prof. Claire Callender BSc, PhD Vic Hartley BA, MA, FCIPD Emanuela Carta MSc Wendy Hirsh MA, PhD, FCIPD, Institute administrators and David Clutterbuck DLitt, MInstD, FRSA support staff MIPD, MIMgt Claire Tyers BSc, MSc Linda Lawrence Marc Cowling BA, MSc, PhD Gill Brown BA, PGDip Hazel Edwards Gwen Leeming Prof. Howard Gospel BA, MA, PhD Karen Patient BA, PGDip Leigh Henderson Louise Paul Will Hunt BSc, MSc Dr Katherine Hyde BSc, MSc, PhD Nick Jagger BSc Prof. Ewart Keep BA, PhD David Lain BA, MA, DPhil Brenda Little BSc Lindsay Mitchell Prof. Jacqueline O’Reilly BA, PhD Jo Rick BA, PhD, CPsychol, AFBPsS Ian Seccombe BA, MA, PhD Mark Spilsbury BSc, FRSA Prof. Katya Vangelova Sharon Varney BA, MSc, DipM David Vere MA, FCIPD Peter Wall BSc, MSc Ken Walsh BA, MA Ruth Williams BA, MA Jane Yarnall BA, PhD, MCIPD

IES Annual Review 2012/13 21 Clients

IES funds its activities from a wide range of research and consultancy assignments carried out for UK and international employing organisations, policy bodies and foundations.

The diversity of clients and assignments ensures IES retains a broad perspective and representative experience of current employment issues, and of the organisations and people they affect.

Among our clients over the last year were:

Advisory, Conciliation and European Centre for the Arbitration Service (Acas) Development of Vocational Training (Cedefop) Architects Registration Board European Commission Bar Council European Foundation for the Bar Standards Board Improvement of Living and British Council Working Conditions (Eurofound)

Chartered Institute of Personnel European Metalworkers’ Federation and Development (CIPD) European Parliament Council for the European Union Fife Council CRAC: The Career Development Greater London Authority Organisation Higher Education Funding Council Department for Business, for England Innovation and Skills Housing Ombudsman Service Department for Education International Labour Organization Department for Environment, Food and Rural Affairs ISG plc

Department of Health Kingston University

Department for Work and Pensions Leadership Academy

European Agency for Safety and Learning and Skills Improvement Health at Work (EU-OSHA) Service

22 IES Annual Review 2012/13 Evaluation of the HSE worker Health and Safety involvement training courses Executive Final report

Prepared by the for the Health andInstitute Safety Executivefor Employment 2013 Studies

          

RR964 Research Report

Local Government Association Organisation for Economic Co-operation and Development London Borough of Hammersmith (OECD) and Fulham Council Plan International London Borough of Newham Siemens Plc London Councils Skills for Health Low Pay Commission Industrial Relations Social Care Institute for Excellence in Europe 2012 Migration Policy Institute

Surrey Police Social Europe Ministry of Defence

Ymchwil gymdeithasol The Skills Development Scotland Social research Moore Stephens Number: 04/2013 Co. Limited

National Institute for Health Evaluation of the Outcomes for Universities and Colleges Employers Employers Participating in the Corporate Health Standard and Research Small Workplace Health Award:

Association Summary of Interim Findings NESTA Universities HR NHS Employers UK Commission for Employment NHS Institute for Innovation and and Skills Improvement 1 Unionlearn NHS Midlands and East Vitae NHS Scotland Wellcome Trust Sanger Institute NIHR School for Social Care Welsh Assembly Government Research, London School of Economics World Bank

North West Employers Worldwide Fund for Nature Central Africa

IES Annual Review 2012/13 23 Partner organisations

IES works with a wide range of partner organisations in the UK and across Europe, in order to share complementary skills and local or specialist knowledge.

Organisations with which IES worked in partnership during 2012/13 included:

Applica sprl, Belgium Federal Institute for Vocational NHS Institute for Innovation and Education and Training (BIBB), Improvement Associazione Ires Lucia Morosini, Germany Italy NIACE (National Institute of Adult GfK NOP Continuing Education) BAE Systems GHARWEG Advice, Training and Orseu, France BMG Research Careers Centre ÖSB Consulting GmbH, Austria Brighton Business School, University GHK Consulting Ltd of Brighton The Performance Coach IFF Research Cardiff Business School, Cardiff Policy Research Institute, Leeds IKEI Spain Metropolitan University Centre for Economic and Social Inclusion Industrial Relations Research Unit, Social Policy Research Unit, University of Warwick University of York Centre for Education and Industry, University of Warwick Institute for Criminal Policy Strengths Partnership Research, Birkbeck, University of Centre for Employment Relations, Swansea University London Innovation and Change, University Tilburg University of Leeds Institute for Employment Research, University of Warwick University of Ballarat Charles Sturt University, Australia IPSOS Mori University of Kent Cheshire HR Services Istituto per la Ricerca Sociale, Italy University of Liverpool CIRCLE, University of Leeds IZA - Institute for the Study of Warwick Business School Countryside and Community Labor, Germany Research Institute The Work Foundation Kooperationsstelle Hamburg IFE Cranfield School of Management WDR Ltd GmbH, Germany Ecorys Wilke, Maack and Partner, Matrix Insight Ltd Germany Edinburgh Institute for Leadership National Centre for Social Research and Management, Edinburgh Workbase Training Napier University National Institute for Economic and Social Research Employment Research

24 IES Annual Review 2012/13 Financial Summary

2012/13 saw little change to the restriction in UK government research funding, making it a challenging year. However, close management of costs helped the Institute to return a small surplus over expenditure on operating activities for the year before transfers, of £22,000 (2011/12 deficit of £58,000). This has been added to the Accumulated Fund.

At £3.9 million, gross financial turnover was similar to the previous year, and some stability has now been achieved despite the difficult funding environment.

Staff costs accounted for 44% of expenditure, and expenditure on subcontractors and associates increased during the year.

IES fund balances continue to be maintained at a healthy level of £2.1 million, meeting our stated policy of covering six months operating costs and enabling us to continue to invest in our future. The Institute has no borrowings.

A summary financial statement based on management accounts for the last two years is given here. (A full copy of the audited accounts is available from the Company Secretary at the Institute)

Summary Income and Expenditure Statement 2012/13

2011/12 2012/13 2011/12 2012/13 INCOME £000’ £000’ EXPENDITURE £000’ £000’

Staff costs 1,857 1,702 Project 3,507 3,571

Partners and subcontractors 1,253 1,426

246 254 Other direct costs 112 100 Membership

Management and administration 616 611

Total expenditure 3,838 3,839 Other (Events, Publications, Interest) 27 36 Surplus (undesignated funds) (58) 22 Total Income 3,780 3,861 Fund balances 2,140 2,162

IES Annual Review 2012/13 25 An active institute: publications, papers and presentations

The active dissemination of results and recommendations from IES research is central to our purpose.

Since April 2012, IES staff authored or contributed to 63 publications. Of these, 12 reports and five papers were published by the Institute, and 46 reports and other papers were published by our clients. IES staff have also contributed 49 articles and book chapters, and presented at 51 conferences and seminars.

Our website attracts wide international interest, with news, briefings of current research, summaries of new publications, profiles of our work, and interactive research, media coverage and press releases, and a substantial members’ area for the HR Network. Our three news publications reach audiences on employment policy (Employment Studies), corporate HR (HR Insight), and our HR Network (previously Research Digest, now entitled Network News). Sent electronically as well as in print, all news content appears on our website.

HRinsight

Keeping you up to date with IES research and consultancy work

Employment Spring 2013 Issue 16 Studies The IES public employment policy research newsletter Innovating work | iSSue 17 Spring 2013

In this issue The Work It is easy to think of innovation as being something ‘out there’, 2 Engage for Success – something that is focused on new Penny Tamkin where next? products, new IT or new services, programme: 3 From data to insight something directed at customers or consumers. In a project for 4 Are employers ready Eurofound, IES has recently been for changes to flexible looking at innovations being made what’s inside working? in work organisation and how these can support the productive or In this issue innovative capacity of organisations.

4 IES conference report the Black Box? Work organisation innovation can cover k programme, which Working together advances in people management practices, 6 Temporary work – ommissioned through Becci Newton, IES Senior Research Fellow relationships within and external to the stepping stone or dead , integrated welfare-to-wor o provide support workplace, or the organisation of work to gain work. ieS IES provides a unique evidence-based ‘neighbourhoods’ where workers c end? reat Britain in June 2011. it is c consultancy service for clients in the including devolution of decision maki and exchange ideas and using space in more The Work programme is a new contractors and is designedamme t and has recently private, public and voluntary sectors: to employees. They can be critical to the creative ways can help develop an innovati 8 Traineeship provision into its operation. an mingle was implemented across g and inactive people to assist them adoption of technological developments culture. around Europe • Our experts can assist with facilitating ng private and voluntary sector1 that is evaluating the progr ncrease the because they encompass the process changes to long-term unemployed t which offers some insight pend in new strategies linked to business needs. which are required to change bel Ageing workforces are widespread ac ve 10 Involving the workforce in | Issue 1 Europe and can result in rising absence l is leading the consortium they spend on benefits, and i Autumn 2012 • We provide rigorous and independent attitudes and structures of organisations health and safety so tasked with narrowing problems of transferring expertise between published a first, interim repor average time those gaining work s so they can better adapt to changeiefs, and aluation will have antaged groups auditing, evaluation and diagnosis. ross employment. It is al challenge. In essence, work organis generations and losing much-needed peopl t of gaining evels, • We have extensive experience of and know how over time. Redesigning In the longer term, theons ev and is likely to the gap between disadv innovations are deliberate changes pent in employment, government, noticy arena. and everyone else in respec designing practical policies and processes. affect how employees undertake their job work environments to improve ergonomi wider policy implicati ation educing the number and increase flexibility can help, alongside e generate interest across s the largest employment and time s news • We can help you build organisational refer to any element of people management. which ds. attention given to cascading expertise simply within the welfare-to-workes apol contracted- and with contributing to r capability and develop your HR peopl NETWORK When looking at why organisations innovateand and implementing well-being initiatives cs This is because the programme i of workless househol s based on some key The newsletter for members of the IES HR Network Whatever your professional and HR needs around work and how work innovati promote healthy ageing. These have been UK experiment to date tsthat approach us to the The programme design i are, get in touch. e. organisations adapt to challenge we hav shown to help both reduce turnover and out, payment-by-resulices. It is likely to be the elements, including: oach: the identified a number of key trends: to opments elsewhere ions (DWP) on helps increase productivity. delivery of public serv e already seeing A prime-provider appr n Changing work environments to foster precursor to similar devel n ovider (known e Customer responsiveness requires employees ves in criminal justice Department for Work and Pens IES’s annual conference, for innovation. in public policy – indeed we ar who can think and react quickly without n s a consequence, the contracts with a singleh, in pr turn, commissions HR Network members and Coping with ageing workforces. examples of such initiati s generating chain of sub- constant reference to others. It al as the prime) whic and invited guests, will be held at the n Innovating work to improve customer and care services. A IES Conference www.ieshr.co.uk employees who are able to place the and media. and manages a supply Commonwealth Club in London responsiveness. operation of the programme i customers’ needs at the forefront ofso their requires esearch that contracted providers2) in order (end-to-ends to deliver the on Thursday 18 [email protected] massive interest in news Evidence-Basedt. HR: Innovation appears to thrive in flexible thinking. Devolving responsibility inc spot providers , it is important to spaces which break down old barriers and clarity around what employees can action To understand the results of the r Work Programme contrac ork Programme unding: incorporating create fluidity in where, when and how without reference to their boss Employment StudiesS research to show that a valued and involved luding The has been undertaken so far facets of its HR does it with data? work is done. Enabling employees ployment n Outcome-based f workforce, with worthwhile jobs, is also encouraging more freedom in wher newsletter reports on IE understand what it is the W at home or whilst on the move, creating the following: continued on page 2 and how employees do their workes, c and on labour market and emthe UK is aiming to achieve and the key more engaged, productive, innovative and t those ork Programme 1 to work create an appropriate culture. policy and practice in design. receptive to change, employee-focused e, when form the dies.co.uk and abroad. It is aimed a oyed and inactive support structures could be seen as an help mentation The core objectives for the W www.employment-stu interested in research to in e the average time expensive luxuries – nice to have, but too are to: move more unempl development and imple costly during a recession. people into work, reduc Continued on page 2 of public policy.Research Two other Digest and It’s not straightforward, however. efings on publications, Firstly, the people-performance link is HR Insight, provide bri notoriously difficult to prove. There is a IES employer-related work. lot of confounding ‘noise in the system’ which makes it hard to isolate the impact of investing in the workforce on bottom- line organisational results. Secondly, how confident is HR with the harder stuff: numbers, percentages, ratios, statistics? The image of a woolly, soft-edged function can be hard to shed, and HR is still sometimes seen as the function that deals with the consequences and implementation of major decisions rather than a major player in determining the organisation’s strategic direction. Finally, do organisations really make decisions on the basis of evidence – or is it all smoke, mirrors and post-hoc rationalisation?

Our conference will be chaired by Imelda Walsh, formerly HR Director at Sainsbury’s – a company that has The drive for evidence-based HR has never always taken HR data very seriously. been greater. Cost pressures and squeezed IN THIS ISSuE budgets mean that every decision about Confirmed speakers include: the workforce has to be justified, which • Rob Briner, Professor of in turn means that HR professionals are 2 Action Learning sets: Organizational Psychology at the being called upon to produce business Working together works School of Management in the cases, cost-benefit analyses, and forecasts University of Bath, HR Directors retreat: for different scenarios – maybe including 3 • thomas Øyvind Lehmann, the downsizing of the HR function. HR Creating and sustaining high- Director, Analytics/People & Culture, may find itself needing to fight to keep performing organisations Vestas Wind Systems A/S. going the things people value most in • mary Jane seddon, Senior Manager their organisations, such as development 4 2013: An eventful year Reward and Policy, HR, People and opportunities, well-being programmes, job Organisation, Specsavers 4 Have your had your enrichment and employee involvement in knowledge knibbles? decision-making. Without the evidence ent-studies.co.uk/hrconference 4 Coaching report now To book your place visit www.employm exclusively available

26 IES Annual Review 2012/13 IES’s twitter account (@EmploymtStudies) keeps its 357 followers informed of IES-related news and publications, and occasionally offers comment on current news stories from various staff members. IES also has an HR Group on LinkedIn, which has 218 members. We have also recently started to use the new LinkedIn facility for organisation updates to disseminate IES news to followers, who currently number 277.

IES Annual Review 2012/13 27   



 How will What will we do we need to and how will we behave? be organised?  What KIND OF COUNCIL are we  becoming?  What will we What OFFER our SERVICES &  workforce and WORK will be EXPECT from delivered at them? what COST?

What are our PURPOSE & PRIORITIES?

How will we What What RISKS do What LEAD & INFORMATION & we face and how ORGANISATION MANAGE EVIDENCE informs will we mitigate MODELS will we ourselves us and how will them? use? through change? we EVALUATE our PROGRESS?

What PEOPLE, How will we SKILLS & SUPPLY THE WORK WORKFORCE PATTERNS Publications needed? will we need?

Research reports How will we get the right people with the right skills? Occupational health provision on the Olympic Park   and Athletes’ Village, Tyers C, Hicks B, Research Report 921, Health and Safety Executive, April 2012 Leadership and Management in the UK – The key to sustainable growth, Department for Business, European Restructuring Monitor Quarterly, Hurley J, Innovation and Skills, July 2012 Salvatore L, Meierkord A, Celikel-Esser F, Riso S and Broughton A, Issue 1, Spring, European Foundation for Occupational Hygiene at the Olympic Park and the Improvement of Living and Working Conditions, Athletes’ Village, Tyers C, Speckesser S, Hicks B, April 2012 Baxter K, Gilbert M, Ball E, Report 497, Institute for Employment Studies, July 2012 Study on a comprehensive overview on traineeship arrangements in Member States, Hadjivassiliou K, Sector Skills Insights: Digital and Creative, Williams M, Carta E, Higgins T, Rickard C, Ter-Minassian S, Pesce Hillage J, Pinto R, Garrett R, Evidence Report 49, UK F, Samek M, Barbieri D, Broglio D, Naaf S, Grollmann Commission for Employment and Skills, July 2012 P, Weigel T, Wolfgarten T, Hensen K, European Sector Skills Insights: Energy, Speckesser S, Hillage J, Commission, May 2012 Hogarth T, Ni Luanaigh A, Garrett R, Evidence Report Apprenticeship supply in the Member States of the 51, UK Commission for Employment and Skills, European Union, European Commission, May 2012 July 2012

Expanding and Improving Part-time Higher Education, Sector Skills Insights: Health and Social Care, Tamkin P, Pollard E, Newton B, Hillage J, Research Paper 68, Behling F, Jones R, Garrett R, Evidence Report 52, UK Department for Business, Innovation and Skills, June Commission for Employment and Skills, July 2012 2012 European Restructuring Monitor Quarterly, Hurley Green skills and environmental awareness in vocational J, Salvatore L, Meierkord A, Celikel-Esser F, Jarosz E, education and training, Research Paper 24, European Broughton A, Issue 2, Summer, European Foundation Centre for the Development of Vocational Training for the Improvement of Living and Working (Cedefop), June 2012 Conditions, July 2012

Managing Extended Working Life, Lucy D, Broughton Sector Skills Insights: Tourism, Williams M, Ni Luanaigh A, Lazazzara A, Stettes O, Le Boulaire M, Tran X, A, Garrett R, Evidence Report 55, UK Commission for Panorama 303, Entreprise&Personnel, June 2012 Employment and Skills, August 2012

Flexicurity: Actions at Company Level, Broughton Healthy Youth Centre Pilot Project, Wilson S, Hicks B, A, Biletta I, Vacas C, European Foundation for the Institute for Employment Studies, August 2012 Improvement of Living and Working Conditions, July Jobcentre Plus Employer Satisfaction and Experience 2012 Survey 2012, Pollard E, Behling F, Hillage J, Speckesser Teams and the engaging manager, Tamkin P, Robinson S, Research Report 806, Department for Work and D, Report 491, Institute for Employment Studies, Pensions, September 2012 July 2012 Jobcentre Plus Employer Satisfaction and Experience Images of engaging management, Robertson Smith Survey (2012), Pollard E, Behling F, Hillage J, G, Robinson D, Report 490, Institute for Employment Speckesser S, Research Summary, Department for Studies, July 2012 Work and Pensions, September 2012

28 IES Annual Review 2012/13 Couv internationale_2012 06/06/12 12:27 Page1

E N T R E P R I S E P E R S O N N E L N° 303

Managing Extended Working Life June 2012 June

Daniel Lucy and Andrea Broughton Institute for Employment Studies Alessandra Lazazzara University of Milan Bicocca

panorama Dr Olivier Stettes Institute der Deutschen Wirtschaft Köln Martine Le Boulaire and Xuan Tran Entreprise&Personnel

Paris 26, rue Vernet, 75008 PARIS +33 (0)1 49 52 34 20

Lyon Le Rodin 26, rue Louis-Blanc, 69006 Lyon +33 (0)4 72 83 61 00

Nantes Le Beaumanoir 15, rue Lamoricière, 44100 Nantes +33 (0)2 40 74 26 00

Beijing Sophie de la Noue [email protected] +86 - 150 115 106 76

Geneva Martine Le Boulaire [email protected] +33(0)4 72 83 61 08

www.entreprise-personnel.com

Report for NAS: Good Practice Evaluation of the Industrial relations and working conditions Diversity in Apprenticeship Pilots, Newton B, Miller developments in Europe 2011, Curtarelli M, Frik K, L, Oakley J, Hicks B, Report 496, Institute for Galli da Bino C, Kerckhofs P, Cabrita J, Broughton A, Employment Studies, September 2012 European Foundation for the Improvement of Living and Working Conditions, November 2012 Precarious work and high-skilled youth in Europe, Lodovici M S, Semanaza R (eds), European Work Programme evaluation: Findings from the first Commission, September 2012 phase of qualitative research on programme delivery, Newton B, Meager N, Bertram C, Corden A, George Impact of coaching: An empirical longitudinal study A, Lalani M, Metcalf H, Rolfe H, Sainsbury R, Weston into coachee well-being, engagement and job K, Research Report 821, Department for Work and satisfaction following a coaching programme at work, Pensions, November 2012 Hicks B, Carter A, Sinclair A, Institute for Employment Studies, September 2012 Work organisation and innovation, Cox A, Rickard C, Tamkin P, European Foundation for the Improvement Evaluation of Investors in People: Employer Case of Living and Working Conditions, November 2012 Studies, Cox A, Higgins T, Tamkin P, Ni Luanaigh A, Evidence Report 59, UK Commission for Employment IES Perspectives on the HR Year Ahead 2013: and Skills, September 2012 interesting times, Report 499, Institute for Employment Studies, December 2012 Restructuring in Europe 2011, Broughton A (chief editor), European Commission, October 2012 Reliability of Vocational Qualifications: An evaluation of level 3 electro-technical qualifications, Johnson S, Research to inform development of a guide to online Johnson R, Miller L, Boyle R, OFQUAL, January 2013 activities for people with dementia, Hicks B, Miller L, Report 498, Institute for Employment Studies, October European Restructuring Monitor Quarterly, Hurley 2012 J, Salvatore L, Meierkord A, Celikel-Esser F, Riso S, Broughton A, Issue 4, European Foundation for the European Restructuring Monitor Quarterly, Hurley Improvement of Living and Working Conditions, J, Salvatore L, Meierkord A, Celikel-Esser F, Riso S, January 2013 Broughton A, Issue 3, European Foundation for the Improvement of Living and Working Conditions, The Family Nurse Workforce: A Study for the Family November 2012 Nurse Partnership National Unit, Robinson D, Miller L, Rickard C, Report 500, Institute for Employment After restructuring: Labour markets, working Studies, February 2013 conditions and life satisfaction, Hurley J, Jungblut J-M, Meierkord A, Storrie D, Vacas C with Broughton Quality of Work: How does it matter in Europe A A, ERM Report 2012, European Foundation for the comparative analysis of four EU states, Wilson S, Improvement of Living and Working Conditions, Lazazzara A, Stettes O, Lopez M-N, Bastien A, Lau J, November 2012 Panorama 309 A, Entreprise&Personnel, February 2013

IES Annual Review 2012/13 29 The Palace: Perspectives on Organisation Design

The Palace The Palace Perspectives on Organisation Design Perspectives on Organisation Design

V Garrow, S Varney V Garrow, S Varney Based on 'The Palace' by David Stephenson Based on 'The Palace' by David Stephenson V Garrow,S VarneyV When organisations grapple with a challenging and changing economic and social environment, it is sometimes evident that some re-modelling, or even a fresh start, is needed to sweep away old structures and clear out obsolete processes and procedures. Against a backdrop of systemic

failures and loss of trust in some of our best respected institutions, Organisation Design is high on the agenda.

This report uses the story of an old palace to consider the challenges of design in a complex and highly connected world, where organisations are expected to be agile and innovative, work globally in a seamless way, and continually ‘engage’ talented employees through an attractive employer brand. It explores the move from ‘organisation’ to ‘organising’ and the delicate balance between designing to innovate while managing risk.

Institute for Employment Studies Sovereign House Church Street ISBN 9 781 85184 449 4 Brighton BN11UJ Report 501 Report Tel: +44 (0) 1273 763400 Fax: +44 (0) 1273 763401 REPORT 501 www.employment-studies.co.uk

Report 501.indd 1 19/08/2013 12:47

The Role of Temporary Agency Work and Labour Industrial Relations in Europe 2012: Commission Market Transitions in Europe: Institutional frameworks, Staff Working Document, Broughton A (chief editor), empirical evidence, good practice and the impact European Commission Directorate-General for of social dialogue, Voss E, Vitols K, Farvaque N, Employment, Social Affairs and Inclusion, April 2013 Broughton A, Behling F, Dota F, Leonardi S, Naedenoen An impact analysis of the introduction of the F, Eurociett, February 2013 Apprentice Rate of the National Minimum Wage: A Understanding Employer Networks, Cox A, Higgins T, research paper to the Low Pay Commission for the Marangozov R, Breuer Z, Garrett R, Evidence Report preparation of its 2013 report, Speckesser S, Behling F, 66, UK Commission for Employment and Skills, Institute for Employment Studies, April, 2013 February 2013 Employers are from Mars, young people are from National Strategic Skills Audit for Wales 2012, Cox A, Venus: Addressing the young people/jobs mismatch, Hillage J, Vila-Belda Montalt J, Welsh Government, Rüdiger K, Chartered Institute for Personnel and February 2013 Development, April 2013

Evaluation of the Outcomes for Employers Participating European Restructuring Monitor Quarterly, Hurley in the Corporate Health Standard and Small Workplace J, Salvatore L, Meierkord A, Celikel-Esser F, Riso S, Health Award: Summary of Interim Findings, Sinclair A, Broughton A, Issue 1, European Foundation for the Report 04/2013, Welsh Government, March 2013 Improvement of Living and Working Conditions, April 2013 Evaluation of the HSE worker involvement training courses: Final report, Broughton A, Wilson S, Newton The business-workforce dialogue: A framework of B, Research Report 964, Health and Safety Executive, questions to support planning in a time of change, March 2013 Hirsh W, Evans S, Green L, Institute for Employment Studies and Public Sector People Managers’ Employment, Partnership and Skills, Oakley J, Foley B, Association, May 2013 Hillage J, Research Report 830, Department for Work and Pensions, March 2013 Evaluation of the Statement of Fitness for Work (fit note): quantitative survey of fit notes, Shiels C, Understanding Occupational Regulation, Tamkin P, Hillage J, Pollard E, Gabbay M, Research Report 841, Miller L, Williams J, Report 67, UK Commission for Department for Work and Pensions, June 2013 Employment and Skills, March 2013 Impact of the crisis on industrial relations, Broughton The feasibility of conducting a national survey of A, Welz C, European Foundation for the Improvement postgraduate taught students, Drever E, Griggs J, of Living and Working Conditions, June 2013 Collins D and Pollard E, Higher Education Funding Council for England, April 2013 Student Income and Expenditure Survey 2011/12, Pollard E, Hunt W, Hillage J, Drever E, Chanfreau J, What do researchers do?: Career paths of doctoral Coutinho S, Poole E, Research Paper 115, Department graduates 2013, Mellors-Bourne R, Metcalfe J, Pollard for Business, Innovation and Skills, June 2013 E, Vitae, April 2013

30 IES Annual Review 2012/13 ERM quarterly April 2013 Macroeconomic trends and prospects The global economy has begun to strengthen over the last quarter but the euro crisis and and associated fi scal policy responses continue to serve as a drag on European growth. Current estimates for real GDP growth are negative for the euro zone in both 2012 and 2013 and only marginally better in the EU27. Resumption of something like trend growth continues to lie in a near future (DG ECFIN estimates +1.4% in 2014). International comparisons on both growth and employment do not fl atter Europe. The US should record growth of nearly 2% again in 2013 and Japan of 1%. Both also experienced growth in 2012. China is forecast to grow by nearly 8% in 2013. EU27 unemployment is forecast to continue rising to 11% and beyond in 2013. This average, however, disguises a wide Masterclass: Embedding diversity range of labour market performances across the Member States ranging from Austria and Germany (around 5% unem- ployment) to Greece and Spain (both estimated to pass 25% in 2013). So EU economic indicators continue to decouple from those of other developed economies. And within the EU, the eco- 25 April 2013 nomic and labour market performances of a relatively strong group of core countries diverge markedly from those with more sizeable ‘readjustment challenges’ (the entire EU Mediterranean littoral). One minor and qualifi ed positive develop- ment comes in the shape of easing pressures on peripheral country sovereign funding; but recent events in Cyprus should Mary Mercer serve as a warning against complacency in all matters related to the single currency.

As HR professionals, we have all been debating how to resource policies and procedures ‐ does not really have really achieve diversity at all levels in an organisation an impact if you have a prevailing in‐group culture Job creation and job loss at a glance for many years, yet still only about 13% of FTSE 100 where the same types of people get the opportunities board members are women. Numbers for ethnicity, time and time again and managers reward and The ERM recorded a total of 329 cases of restructuring between 1 January and 31 March 2013. Of these, 228 were sexuality and disability are not recorded, with many promote in their own image. cases of announced restructuring involving job loss, 98 were cases involving announced job creation and 3 were cases commentators suggesting they are too hard to collect involving both job losses and job creation. These cases involved 100,547 announced job losses and 34,113 announced job (and this is only looking at 100 companies!). How do you know how relationships play out in your gains. Internal restructuring accounted for almost 65% of the announced job losses. While the incidence of job loss due organisation? to bankruptcies (13%) and merger/acquisition (9%) increased notably from the previous quarter, that of closure (10%) We recently held an event to consider why it is that we decreased. cannot seem to achieve diversity especially in the The simple answer is to ask people. Not necessarily in a staff survey but in a setting where you are able to get In terms of geographic distribution, the country that recorded the greatest number of announced job losses was senior grades of our organisations? Is it that we have France (15,076 jobs), followed by Germany (14,029), Spain (13,288), the United Kingdom (12,143), Italy (8,570) and the a real insight into people’s experiences. It can be useful focused on getting a diverse pool of recruits and then Netherlands (7,625). France also recorded the highest number of new jobs (8,551), followed by the United Kingdom to ask about their experiences of performance found that we cannot deliver people’s career (4,990), Germany (4,310) and Italy (3,280). aspirations? Are we still penalising flexible workers management or promotion and work allocation. Do with a lack of career development or is there a belief in people feel that they have always been fairly treated? 3% 9% our organisations, even a subconscious belief, that If you have a performance management process with 2013 Q1 Announced job loss Announced job gain 10% white, non‐disabled, full‐time men are the best outcomes that are measured, then looking at the EU27 100,547 34,113 Articles and book chapters performers and most reliable staff? distribution of outcomes grades or box marks is a very EU27 change -5% -36% 13% revealing exercise and can expose a lot about the Big increases* by country Cyprus ++ Denmark ++ 65% At the event we debated the assertion that: Netherlands ++ Italy ++ culture in your organisation. Many organisations will Spain + Czech Republic + ‘Diversity is about behaviour and outcomes. It’s find that they have a pattern which does not reflect a Big increases* by sector Admin. support services ++ Accommodation/food ++ about how relationships are enacted. It’s about how normal distribution. Women in senior grades, people Financial services + we perform in everyday situations based on how we from BME backgrounds, flexible workers, people with Source: ERM, January–March 2013 Internal restructuring Bankruptcy think.’ disabilities and people over 40 will all be less likely to * Comparing the quarter to four-quarter moving average; ++ = >100%; + = >50%; get the top grades. If this is the case in your excludes country or sector if quarter average and 2013 Q1 <1000 Closure Merger/Acquisition Other by IES authors Binna Kandola, 2009 organisation then it is likely that you have some (Percentages refer to announced job losses.) At the event we presented our views that we have to unconscious bias going on, both in how performance is perceived and also how opportunities to be visible and accept that diversity is achieved through how people IN THIS ISSUE behave towards one another and operate the processes to shine are distributed. Stereotypes still abound in that our organisations put in place. Relationships and many organisations: women in senior positions are not • Job creation and loss at a glance interactions are key, and having a drive to recruit a reliable; flexible workers are not committed; people • Case in focus: National Bank of Greece from BME backgrounds will have poor written English diverse talent pool ‐ even having a good set of human • Legal frameworks of restructuring in Europe Bertram C, ‘Adaptation of the RE-AIM methodology • Sector in focus – some positive manufacturing developments IES, Sovereign House, Church Street, Brighton BN1 1UJ • 01273 763400 • www.ieshr.co.uk • [email protected] IES is a charitable company limited by guarantee. Charity no. 258390 to assess best practice in an employment and skills context: Suitability and Limitations’, Evaluator, Research to support the evaluation of Investors Summer 2013 in People: Employer case studies (Year 2), Cox A, Higgins T, Barnes H, Tamkin P, Jones R, Ni Luanaigh Broughton A, ‘Social media and the world of work’, A, Garrett R, Research Report 70, UK Commission for Genius, November 2012 Employment and Skills, July 2013 Broughton A, ‘Youth jobs crisis is ‘Europe’s biggest European Restructuring Monitor Quarterly, Salvatore headache’’ Public Service Europe, December 2012 L, Gerogiannis E, Celikel-Esser F, Roi L, Broughton A, Broughton A, ‘Instruments of peace’, Communication Issue 2, European Foundation for the Improvement of Director, November 2012 Living and Working Conditions, July 2013 Broughton A, ‘Five ways to... manage apprenticeships The use of social media in the recruitment process, successfully’, Construction Manager, October 2012 Broughton A, Foley B, Ledermaier S, Cox A, Research Paper 03/13, Acas, July 2013 Broughton A, ‘Who’s up for conciliation?’, People Management, June 2012 The Palace: Perspectives on Organisation Design, Garrow V, Varney S, Report 501, Institute for Broughton A, ‘Building bridges to find common Employment Studies, August 2013 ground’, Public Servant, August 2012

Carter A, Hawkins P, ‘Team coaching’, in Passmore Other papers J, Peterson D B, Freire T (Eds), The Wiley Blackwell ICT for Disabled People POSTNote 411, Houses Handbook of the Psychology of Coaching and of Parliament (Parliamentary Office of Science & Mentoring, First Edition, London, December 2012 Technology), May 2012 Carter A, ‘Coaching programmes in work settings’, Board effectiveness: people issues are at the heart in Wegener R, Loebbert M, Fritze A (eds.), Coaching- Fairhurst P, Reilly P, Opinion Paper OP25, Institute for Praxisfelder. Forschung und Praxis im Dialog, Germany, Employment Studies, May 2012 August 2013

Masterclass: Organisational Values: IES event Charlton R, Campbell S, Reilly P, ‘HR management in report, Robinson D, HR Network Paper, Institute for the changing NHS landscape’, Health Service Journal, Employment Studies, March 2013 May 2013

Organisational Values and the Role of HR: A review Culliney M, ‘The rural pay penalty: youth earnings and of current thinking , Culliney M, Robertson-Smith G, social capital in Britain’, Journal of Youth Studies, May HR Network Paper MP92, Institute for Employment 2013 Studies, April 2013 Fairhurst P, ‘Strengths focused coaching – five years Consultant recruiting in the digital age: A case study, on’, Local Government Chronicle, July 2012 Hartley V, Smith G, HR Network Paper MP 93, Institute Fairhurst P, ‘Problem Solver: How can my organisation for Employment Studies, July 2013 ensure effective career progression for my Masterclass: Embedding Diversity: IES event employees?’, AskGrapevineHR, August 2012 report, Mercer M, HR Network Paper, Institute for Employment Studies, August 2013

IES Annual Review 2012/13 31 Garrow V, ‘Mobilizing for rapid change’, Strategic HR Review, Vol. 11, No. 5, June 2012

Hicks B, ‘Make sure you choose the right technology for your residents’, Caring News, December 2012

Hillage J, ‘Who does higher education work for?’, Higher Education Network, November 2012

Hirsh W, ‘Developing sustainable career coaching in Reilly P, ‘A Stress Reduction Exercise, Not Just For Hard the workplace’, Journal of the National Institute for Times’, PPMA, August 2012 Career Education and Counselling, Issue 30, pp33-38, Reilly P, ‘Buying and selling holiday’, Reward, March 2013 Summer 2012 Mercer M, ‘Why flexible working seizes up’, HR Reilly P, Williams T, ‘The challenges of global HR: One Director, April 2012 way to go?’, People Management, September 2012 Mercer M, ‘Flexible working and the Olympics – the Reilly P, ‘Small employer? Think big for flexible real legacy’, HR Bullets, August 2012 benefits’, Employee Benefits, September 2012 Mercer M, ‘Does flexible working reduce stress?’, Reilly P, ‘Employers will stick with cost-effective Employee Benefits, September 2012 spending’, Employee Benefits, December 2012 Mercer M, ‘Delivering strategy through flexible Reilly P, ‘Foreword’, HR’s Strategic Effectiveness 2013: working’, HR Magazine, February 2013 Annual Report, January 2013 Miller L, Cox A, ‘Skills for the green economy’, City Reilly P, ‘There’s more to an effective board than & Guilds Centre for Skills Development eZine, Spring box-ticking’, Global Banking and Finance Review, 2012, May 2012 April 2013 Miller L, ‘21st century workers’, The Environmentalist Reilly P, ‘Expert Panel Forum’, Global Mobility Survey (Training Focus), December 2012 Report 2013, May 2013 Newton B, ‘Towards an inclusive apprenticeship Reilly P, ‘Peter Reilly: Does paternalism still have a place programme’, HR Magazine, February 2013 in benefits?’, Employee Benefits, May 2013 Reilly P, ‘HR’s future in a global setting’, Human Reisenberger A, Marangozov R, ‘Employing migrant Resource Management International Digest, Vol. 20 workers’, MigrationWork News, March 2013 No. 3, April 2012 Robinson D, ‘Team talk’, Manager, August 2012 Reilly P, ‘A busted brand?’, The MJ, April 2012 Robinson D, ‘Get the picture?’, Training Journal, Reilly P, ‘Fat cats on thin rations!’, HR News, April 2012 December 2012 Reilly P, Sorensen A, ‘What does the future hold for Robinson D, Tamkin P, ‘Engaging with teams’, Training public sector HR?’, Workspan, May 2012 Journal, January 2013 Reilly P, ‘Local pay: national problems’, The Guardian: Robinson D, Miller L, ‘The family nurse workforce Public Leaders Network, July 2012 Reilly P and study: Assessment of the FNP programme’, Journal of Robinson D. ‘An analytical approach’, HR & Training Health Visiting, Vol. 1, Issue 5, May 2013 Journal, Issue 12, June 2012

32 IES Annual Review 2012/13 IES researchers addressing conferences and seminars Bertram C, ‘Adaptation of the RE-AIM methodology to assess best practice in an employment and skills context: Suitability and Limitations’, UKCES Conference: Evaluating to Make a Difference: Achieving results through learning and accountability, Sinclair A, ‘Should employers encourage staff to take University of London, April, 2013 up fitness activities?’, Employee Benefits, April 2013 Broughton A, ‘Pourquoi décide-t-on de partir en Tamkin P, ‘The curse of Murphy’s law’, HR Director, retraite? une étude menée en Grande Bretagne (What August 2012 motivates retirement decision? Results from a UK Tamkin P, ‘Three key trends in the world of work (and study)’, Manager l’allongement de la durée de vie how to deal with them)’, HRZone, January 2013 au travail: quelles politiques, quelles practiques en Europe? (Managing a longer worker life - European Tyers C, ‘Making health like safety: Lessons learnt on policies and practices)’, Paris, September, 2012 the Olympic Park’, Safety Management, October 2012 Broughton A, ‘Worker involvement in health and Wilson S, ‘How to support line managers in dealing safety – making a difference’, Addressing Quality of with mental health’, Occupational Health, June 2012 Work in Europe, Sofia, Bulgaria, October, 2012 Wilson S, ‘School is not the only place for sex and Broughton A, ‘Understanding the drivers of individual relationship guidance’, The Guardian, December 2012 disputes and conflicts at work’, ‘Understanding individual employment disputes’: Reframing Resolution - Managing Individual Workplace Conflict, University of Strathclyde, October, 2012

Broughton A, ‘Expert interview’, Social Media in the Workplace, October, 2012

Broughton A, ‘Chair: The role of social partners in facilitating transitions in selected countries (NL, FR, IT and BE)’, Temporary agency work and transitions in the labour market, Brussels, December, 2012

Broughton A, ‘Industrial relations in the UK’, Seminar on industrial relation’s, Paris, June, 2013

Broughton A, ‘Restucturing in the UK finance sector, Industrial relations in the automotive and credit sector when managing industrial relations’, Madrid, June, 2013

Garrow V, Varney S, ‘Building Your OD Capability: getting started, CIPD Organisation Development Conference’, September, 2012

IES Annual Review 2012/13 33 Hadjivassiliou K, ‘Review of existing apprenticeship and Hirsh W, ‘Providing Career Support in Employing traineeship programmes in the EU’, Targeted Advice Organisations’, Sink or Swim? What it takes to be an on ESF Support to Apprenticeship and Traineeship outstanding career professional in the 21st century, Schemes - 1st Steering Committee meeting, Brussels, London, October, 2012 January, 2013 Hirsh W, ‘Talent Management: from Rhetoric to Hadjivassiliou K, ‘Working Forum 7: Quality Assurance Reality’, SAP Best Practice Workshop, Windsor, of Apprenticeships and Traineeships’, Advice on November, 2012 apprenticeship and traineeship schemes with ESF Hirsh W, ‘Planning for Succession in Changing Times’, support, Brussels, June, 2013 Crome Seminar, Brighton, November, 2012 Hadjivassiliou K, ‘Apprenticeship and traineeship Hirsh W, ‘Succession Planning: Trends in Practice’, schemes today: Review of findings’, Advice on Strategic Dimensions Breakfast Seminar, London, apprenticeship and traineeship schemes with ESF, January, 2013 Brussels, June, 2013 Meager N, ‘What’s going on in the UK labour market? Hadjivassiliou K, ‘Overview on Traineeship Myths and evidence’, National Institute for Career Arrangements in Member States’, European Education and Counselling (NICEC), London, May, Conference on ERASMUS Placements, Bordeaux, 2013 October, 2012 Meager N, ‘Conference Moderator’, Advice on Hadjivassilliou K, ‘Overview of traineeship apprenticeship and traineeship schemes with ESF arrangements in the different member states’, support, Brussels, June, 2013 European Conference on traineeship , Bordeaux, October, 2012 Mellors-Bourne R, Pollard E, ‘What Do Researchers Do? What Do We Understand About Researchers’ Hillage J, ‘Chair’, Employment, Skills and Enterprise Careers?’, Vitae Researcher Development International Summit: Investing in the Workforce, Supporting Conference, London, September, 2012 Business, Delivering Growth, London, December, 2012 Miller L, ‘Breaking Gender Segregation in Hillage J, ‘The labour market for school leavers and HE Apprenticeships’, Apprenticeships: Rebuilding the graduates’, 15th Annual National Conference for CEG Economy with the Workforce of Tomorrow, Advisers and Consultants, York, November, 2012 September, 2012 Hillage J, ‘Chair’, Apprenticeships after the Richard Miller L, ‘Chair’, Apprenticeships 2012: Creating Review, London, December, 2012 Opportunities, Improving Prospects, London, Hillage J, ‘The labour market for school leavers and October, 2012 HE graduates’, Northamptonshire Annual CEIAG Newton B, ‘Youth transitions: a route to the labour Conference 2013, February, 2013 market through Apprenticeship’, Select Committee on Hillage J, ‘The labour market for young people’, Young the Student Journey, Kent, January, 2013 People: Their Future Choices, March, 2013 Newton B, ‘Measuring impact, accountabilities, Hillage J, ‘Chair’, The Future of Apprenticeships: systems and processes: What can we learn from Implementing the Government’s Response to the recent evaluations?’, Youth Employment Convention, Richard Review, London, June, 2013 London, May, 2013

34 IES Annual Review 2012/13 Newton, B, ‘Evaluation of the Work Programme: Key findings’, Welfare to Work Convention, Manchester, July, 2013

Reilly P, ‘Responding to the recession: how does the UK experience fit your experience’, SAP HR Directors’ Network, Venice, September, 2012

Reilly P, ‘How to cultivate a strong and engaging employee culture’, Employer Branding, Berlin, December, 2012

Reilly P, ‘HR governance’, Entreprise et Personnel International HR Managers Club, Paris, December, 2012

Reilly P, ‘Fair Pay: An impossible theory or vital reality in Robinson D, ‘Engagement in a unionised environment organisations?’, ESRC Social Science Festival Seminar - workshop’, Universities HR Annual conference, York, What is fair pay?, Brighton, November, 2012 May, 2013

Reilly P, ‘Chair’, HR Directors Summit 2013, Robinson D, ‘Engaging academics workshop’, Birmingham, January, 2013 Universities HR Annual conference, York, May, 2013

Reilly P, ‘Chair’, Talent - Use it or lose it: 20 minute Tamkin P, ‘Outstanding leadership’, Oxfam Leadership masterclass, February, 2013 Development Programme, Oxford, September, 2012

Reilly P, ‘Workforce planning and flexibility: Finding Tamkin P, ‘Leadership and worker involvement the best workforce mix’, SAP Executive Value Network practice on the Olympic Park’, Leadership and Worker workshop, Geneva, March, 2013 Involvement: Learning from London 2012, October, 2012 Reilly P, ‘Chair’, Prosperity during difficult times, Bristol, April, 2013 Vila Belda Montalt J, ‘Restructuring in the Spanish financial sector, Industrial relations in the automotive Reilly P, ‘HRD evaluation and learning’, HRD in and credit sector when managing restructuring turbulent seas, Brighton, June, 2013 processes’, Madrid, June, 2013 Reilly P, ‘Performance and pay for doctors and Wilson S, ‘Quality of working life and wellbeing in dentists’, Meeting of the doctors and dentists pay an era of austerity and underemployment: A UK review body, London, May, 2013 perspective’, Qualité de vie au travail, Paris, Reilly P, ‘Chair’, Fourth annual Total Compensation and February, 2013 Benefits seminar, Brussells, June, 2013

Robinson D, ‘Chair’, Employee Engagement Summit 2013, London, April, 2013

Robinson D, ‘Expert panel member’, Engaging Leadership, Huddersfield, June, 2013

IES Annual Review 2012/13 35 IES advisory roles

Annette Cox Nigel Meager Peter Reilly Associate Fellow at the ESRC Member of the executive Council member, HR Society Centre for Skills, Knowledge committee of the Association of Associate Fellow, Edinburgh Napier and Organisational Performance Research Centres in the Social University (SKOPE) at the Universities of Sciences (ARCISS) Member of the Development Board Cardiff and Oxford Member of the Advisory Group of of Cheshire HR Services Research Associate at the UK the National Nursing Research Unit Governance board of HR Survey Commission for Employment and Member of the Social Research metrics to London Boroughs Skills Association research commissioning Committee member, ISO TC 260 group Kari Hadjivassilliou Human Resources Management Co-Director Europe and Middle Mary Mercer Dilys Robinson East, The International Alliance for Judge of the Working Families Top Member of the steering group of Women (TIAW) Employers for Working Families CIPD’s Engagement Forum Board Member, City Women’s Awards Member of the Engage for Success Network (CWN) Marketing Linda Miller Guru Group’s steering committee Committee Associate Editor, The International Council Member, UK Evaluation Alice Sinclair Journal of Training Research Society Fellow, NIHR School for Social Europe Editor, International Journal Jim Hillage Care Research, London School of of Training and Development Economics Associate Fellow, Centre for Member of the Editorial Board, Education and Industry, University Research in Post-Compulsory Stefan Speckesser of Warwick Education Thematic expert for the European Wendy Hirsh Committee member, Further Employment Observatory Research Associate, Roffey Park Education Research Association Home Office Economics and Management Institute Member of the Careers and Resource Analysis Group, Advisor Diversity Interest Group, Fellow, National Institute for Joy Williams Careers Education and Counselling SummitSkills (Sector Skills Council Fellow, NIHR School for Social for the Building Engineering Visiting Professor, Kingston Care Research, London School of Services sector) University Economics Associate, Institute for Government

Rachel Marangozov Director, MigrationWork CIC Fellow, London School of Economics

36 IES Annual Review 2012/13 IES Annual Review 2012/13 37 Head office Sovereign House Church Street Brighton BN1 1UJ United Kingdom Telephone: +44 (0) 1273 763400 Fax: +44 (0) 1273 763401

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