IDS HR Studies cumulative index

360-degree feedback see Performance management

Absence management – IDS HR Study 842, March 2007
Effective absence management should begin with prevention – fostering a positive attendance culture and tackling underlying causes of absence. But when staff are off work, organizations must have robust policies in place to identify the issues, tackle problem cases and offer practical support to those who have a long-term illness. This HR Study includes detailed case studies of absence management initiatives at five named organisations. ... expanded summary

Alcohol and drug policies – IDS HR Study 828, August 2006
Considers the key elements of an effective workplace policy and the need to strike a balance between discipline for misconduct and support in cases of dependency. Looks at policy development, communication and implementation. Discusses alcohol and drug testing including the legal implications. Six detailed company case studies ... expanded summary

All-employee share schemes see Share incentive plans

Annual hours – IDS HR Study 861, January 2008
Annual hours systems can be complex and time-consuming to implement, but they can maximise output and cut costs – staff are at work when the business needs them to be and not at work when demand is slack. For their part, employees receive a more stable income and, potentially, an improved work-life balance. Drawing on the details of the annual hours schemes in place at 27 organisations, this Study examines how annual hours work in practice, including scheme design, the use of reserve hours and the associated payment systems. A detailed case study examines how annual hours was introduced at WBB Minerals ... expanded summary

Appraisal systems see Performance management

Assessment centres – IDS HR Study 800, June 2005
Considers the role of assessment centres in recruitment and development contexts. Examines key issues in designing and operating centres. Describes the types of exercises commonly used to assess candidates. Six detailed case studies of how and for whom companies use assessment or development centres ... expanded summary

Attitude surveys see Employee attitude surveys

Bonus schemes – IDS HR Study 843, April 2007
An appropriately structured bonus scheme can promote desired behaviours and encourage the achievement of business objectives. For any bonus scheme to be successful, however, it is vital that its aims are communicated effectively and that the link between performance and reward is clearly understood. This HR Study provides details of the main bonus scheme in 26 named organisations. ... expanded summary

Bullying see Harassment and bullying

Business travel see section in Company cars & business travel

Call-out pay see Standby & call-out pay

Career breaks and sabbaticals – HR Update 776, June 2004
Many employees now want the flexibility to take an extended period away from work to travel abroad, look after children, study or simply to recharge their batteries. The main feature in this HR Update looks at how employers can accommodate such requests through career break or sabbatical schemes ... expanded summary

Career management – IDS HR Study 678, November 1999
Considers the greater diversity in career paths as organisations increasingly adopt flatter structures. More responsibility is being devolved to individuals to manage their own career development, with employer support through training and networking and mentoring programmes. Detailed case studies of how career management is handled in five varied organisations ... expanded summary

Childcare support – IDS HR Study 844, April 2007
By offering some type of childcare assistance, employers can demonstrate to staff that they recognise the often considerable financial commitment made by working parents. Moreover, by doing so, they can improve staff retention and benefit from an enhanced image as an employer of choice. This HR Study includes examples of the types of childcare support provided by 27 named organisations, including one in-depth case study ... expanded summary

Clerical & secretarial pay – IDS HR Study 850, July 2007
Clerical and secretarial workers account for around 3.3 million employees in the UK – more than one in eight of all employees. This group covers a wide variety of roles – from typist to personal assistant – and the range of salaries paid is correspondingly broad. This HR Study contains detailed entries for 22 named organisations across a range of sectors. We look at the level of pay increases for clerical and secretarial staff over the last 12 months and examine salary progression systems, ranging from those based entirely on performance to service-related models. Other elements of clerical staff pay - including bonuses, location allowances and overtime premia - are also reviewed ... expanded summary

Coaching in the Workplace – IDS HR Study 831, October 2006
Coaching has been gaining in credibility in the business community in recent years and there is now widespread recognition of its potential as a development tool. Although coaching for senior executives is nothing new, the current trend for organisations to ‘grow their own’ coaches and build the coaching competency of line managers is helping to widen accessibility. Five detailed case studies… expanded summary

Codes of conduct – IDS HR Study 661, January 1999
Looks at corporate codes of conduct which set out the standards expected from employees and provide specific guidance on how staff should behave. Considers what codes contain on subjects such as: gifts; entertainment and hospitality; conflicts of interest; and conduct towards other employees. Outlines the procedures for monitoring compliance and handling suspected violations. Five detailed case studies ... expanded summary

Communications see Internal communications

Company cars & business travel – IDS HR Study 866, March 2008
Company cars continue to be a popular benefit among employers and employees alike. However, to help control costs, some organisations now offer cash alternatives to give staff the option of purchasing their own private vehicle through an employee car ownership scheme. Within their broader business travel policies, employers continue to focus on reducing costs. This study gives details of the company car policies and business travel arrangements in 17 organisations ... expanded summary

Company councils see Information & consultation arrangements

Competency frameworks – IDS HR Study 865, March 2008
Competencies are typically used to define the behaviours that an employer values and believes will help it achieve its long-term goals. Drawing on the experiences of six featured organisations, this IDS HR Study looks at the key issues companies need to consider when designing a new competency framework or revising an existing model. It also covers the role of competencies in recruitment and selection, induction, performance management and learning and development activities ... expanded summary

Computer staff pay – IDS HR Study 764, December 2003
Examines pay structures for IT staff, summarises shiftworking, overtime, standby and call-out payments and explores labour market issues. Details of the pay and conditions of computer staff at 22 named organisations outside the specialist IT sector ... expanded summary

Corporate clothing & dress codes – IDS HR StudyPlus, March 2001
Examines issues surrounding what employees wear to work. Considers how and why a wide range of companies adopt uniforms or other types of corporate clothing for their customer-facing staff in particular. Also looks at dress codes, including the trend towards business-casual and dress-down days, and at guidelines on general appearance at work. Includes a guide to suppliers that act as managing agents for companies seeking to introduce a bespoke uniform range ... expanded summary

Counselling services see Employee assistance programmes

Customer service initiatives – IDS HR Study 792, February 2005
Explores how people management practices can support customer service programmes. The HR contribution is delivered through recruitment and selection procedures, effective training and development, performance management systems, employee motivation and recognition schemes. Six detailed company case studies ... expanded summary

Disciplinary procedures – IDS HR Study 859, December 2007
Disciplinary procedures are as much about preventing problems arising or nipping them in the bud as they are about dealing with misconduct. They aim to encourage good behaviour, honesty and a high standard of work. But when employees step out of line, employers have to act quickly to protect their good name, the efficiency of the business and the rights and safety of other workers. This HR Study draws on research from the procedures in place at 50 organisations to outline the principles that underpin disciplinary procedures, define the types of misconduct covered in employers’ policies and explain how to investigate allegations of misconduct and run disciplinary hearings. It also summarises the current legal situation and the Acas code of practice ... expanded summary

Dress codes see section in Corporate clothing & dress codes

Drug policies see Alcohol and drug policies

e-HR – IDS HR Study 867, April 2008
Employers are increasingly looking to embrace ‘e-HR’, swapping traditional paper-based processes and databases for quicker and more efficient online technology. This HR Studies Update examines the role of technology in HR and the different ways in which employers are using IT to facilitate people management. It includes six detailed case studies ... expanded summary

e-learning – IDS HR Study 818, March 2006
Employers now have a better understanding of what can realistically be achieved using e-learning and are increasingly taking a blended approach to training delivery. This Study examines some of the practical issues employers face when designing an e-learning resource and includes five detailed company case studies ... expanded summary

e-mail policies see Internet & e-mail policies

Employee assistance programmes – IDS HR StudyPlus, Winter 2002
Reports on the increased provision by employers of access to counselling and information services – often termed employee assistance programmes or EAPs. Seven case studies examine the arrangements in place at a variety of organisations, some operated in-house, others outsourced. The StudyPlus also contains a directory of suppliers describing the services offered by 23 EAP providers ... expanded summary

Employee attitude surveys – IDS HR StudyPlus (Study 777), July 2004
Considers all the main elements in the survey process: designing and conducting a survey; analysing the data and presenting the results; and taking follow-up action. Full details of how the process works in six organisations. Discusses the pros and cons of using in-house versus external resources. Describes the services of 31 providers that can assist in carrying out an employee attitude survey ... expanded summary

Employee benefits – IDS HR Studies Update (Study 856), October 2007
Offering an attractive benefits package can plan a key part both in recruiting and retaining talented staff. To strengthen the employee proposition and position themselves as an ‘employer of choice’, many organisations are looking beyond basic pay and placing a growing emphasis on providing access to a wide range of employee benefits. This IDS HR Update: looks at the voluntary benefits packages at 14 organisations; discusses how salary sacrifice arrangements are used to fund employee benefit provision; examines the SAYE schemes in operation at 18 companies; and includes two detailed flexible benefits case studies ... expanded summary

Employee counselling services see Employee assistance programmes

Employee engagement – IDS HR Studies Update 846, May 2007
There is a growing body of research showing a correlation between employee engagement and business performance. Put simply, organisations perform better with highly engaged employees. This Study includes seven detailed company case studies discussing the engagement initiatives introduced by a range of employers, while a second feature article discusses how employee engagement has been identified as one of the key 'human capital drivers' that can make a measurable difference to the bottom line ... expanded summary

Employee health & well-being – IDS HR Studies Update 823, June 2006
By providing private medical insurance, employers aim to help staff recover and return to work as soon as possible following illness or an accident. The main feature in this IDS HR Update provides details of the company-paid PMI policies at 34 organisations. Our second feature article looks at the design and implementation of smoking policies. The Update also includes five detailed case studies on a range of health-related subjects, such as managing stress, introducing an employee assistance programme and limiting the impact of musculoskeletal injury ... expanded summary

Employee recognition schemes – IDS HR StudyPlus 820, April 2006
Formal employee recognition schemes provide a mechanism for highlighting employees who have done something out of the ordinary or ‘gone the extra mile’ for the good of the business. This StudyPlus examines the aims of recognition schemes and how they work in practice, including eligibility, nominations, different levels of recognition, award types and values, judging panels and how to maintain interest in the scheme over time. Also contains a directory of suppliers, describing the award fulfilment products and services offered by 32 providers ... expanded summary

Employee referral schemes – IDS HR Update 782, September 2004
Reports on the growing use of employee referral schemes as a cost-effective and time-saving method of sourcing job applicants. The main feature in this HR Update discusses the pros and cons of this approach and examines the levels of payments made to staff for successful referrals ... expanded summary

Employee relocation – IDS HR StudyPlus 786, November 2004
Examines how employers manage the people aspects of the relocation process within the UK. Includes four company case studies covering key issues in both individual and group moves and provides details of the financial packages supporting relocation in a further 14 organisations. Considers the case for outsourcing and sets out the services offered by eight leading national relocation management companies ... expanded summary

Employee volunteering see section in Secondments & volunteering

Employer branding – IDS HR Study 809, November 2005
In today’s highly competitive labour market, organisations are increasingly turning to the idea of the ‘employer brand’ to underpin their efforts to recruit, engage and retain staff. This IDS HR Study explains what is meant by the concept and looks in detail at how six organisations have gone about developing and implementing their own distinctive employer brand. It highlights the importance of measuring brand effectiveness and stresses the importance of delivering on the brand promises ... expanded summary

European Works Councils – IDS HR Study 824, June 2006
European Works Councils draw together employee representatives from a company’s European businesses for the purpose of sharing information and consulting on issues of a transnational nature. Many employers are now taking the initiative to set up an EWC in advance of receiving any formal employee request. EWC discussions can act as a useful barometer of the mood of employees and can help management to think out proposals more carefully in advance of making an announcement ... expanded summary

Exit interviews – IDS HR Update 787, December 2004 ... expanded summary

Family-friendly policies see Work life balance and also Maternity & parental leave and Opportunity Now

Flexible benefits – IDS HR StudyPlus 811, December 2005
A flexible benefits scheme is more likely than a fixed package to meet the diverse needs and requirements of today’s workforce. The StudyPlus examines the main stages of a flex project, from deciding how the scheme will operate and which benefits will be included to drawing up the employee communications strategy. Features case studies of seven organisations that have recently introduced or revised their flexible benefits schemes. A guide to suppliers profiles 16 flexible benefits consultants that can help with design and implementation ... expanded summary

Flexible working – IDS HR Update 834, November 2006
Over recent years, flexible working has forced its way up the HR agenda as employers increasingly recognise the value employees place on work-life balance. The availability of flexible working is now often considered integral to attracting and retaining staff and becoming an ‘employer of choice’. Features case studies of flexible working initiatives at five named organisations and a flexible working survey… expanded summary

Flexitime schemes – IDS HR Study 822, May 2006
Formal flexitime schemes allow the working day to be split into two distinct time periods: flexible time and core time. Employees have some freedom to vary their starting, finishing and lunchtimes, but they are expected to be at work in the nominated core periods. This Study highlights the pros and cons of flexitime for employers and employees, examines the practical issues that organisations face when implementing a system and includes details of the schemes in place at 30 organisations ... expanded summary

Foreign workers – see Recruitment & retention Update

Grievance procedures – IDS HR Studies Update 801, July 2005
Employers have been updating their grievance procedures in the light of new statutory rules on dispute resolution that the Government hopes will lead to a reduction in the volume of employment tribunal claims. The lead feature in this HR Update examines the key steps in handling a workplace grievance, drawing on the policies of 21 organisations ... expanded summary

Harassment and bullying – IDS HR Study 826, July 2006
The effects of harassment and bullying can seriously impact on employees’ physical and emotional well-being as well as their ability to work effectively. Organisations can underline their commitment to eradicating bullying and harassment in the workplace by having a dedicated policy. This usually provides definitions of unacceptable behaviours and outlines the roles and responsibilities of staff, managers and HR. However, simply launching a new policy is not in itself enough – communication is also important if the principles it promotes are to become embedded throughout the business ... expanded summary

Holidays see Hours and holidays

Homeworking – IDS HR Study 864, February 2008
Accommodating homeworking requests can provide significant benefits to employees and employers alike. Working from home occasionally or permanently can help staff better balance their work and family commitments. But organisations are also increasingly recognising the business benefits of offering homeworking to employees. Drawing on the experience of six featured organisations, the Study considers how homeworking schemes are piloted, implemented and managed within organisations. It also covers health and safety issues for homeworkers ... expanded summary

Hours and holidays 2007 – IDS HR Study 854, September 2007
The 2007 edition of the annual IDS guide to hours and holidays provides details of basic working hours and holiday entitlements for both manual and white-collar employees in 437 named organisations. It shows that there continue to be significant sectoral variations in both hours and holidays – the average length of the basic working week varies from just over 35 hours to over 39 across the 18 industrial sectors covered, while there is a five-day difference in annual holiday entitlement between the lowest and highest sector averages ... expanded summary

HR intranets – IDS HR Study 855, October 2007
HR intranets are playing an important part in shifting the HR focus away from administrative tasks and towards more strategic objectives. This HR Study reports on recent trends in the design and content of HR intranets and discusses the role of employee and manager self-service applications in streamlining basic HR transactions. It includes five detailed case studies, looking at how HR intranets and self-service tools have been implemented successfully in a variety of contexts ... expanded summary

HR service centres – IDS HR Study 835, December 2006
Many employers have sought to streamline and centralise their routine HR transactions and processes in an HR service centre. The service centre is often the lynchpin of a company’s efforts to move towards a more efficient HR function. It also tends to act as the focal point for handling HR enquiries from line managers and employees. Drawing on the experience of seven named companies, we give some tips on how best to ensure the smooth operation of a service centre.... expanded summary

Human capital measurement – IDS HR Study 783, October 2004
Describes various human capital measurement models and how they seek to establish clear links between HR metrics and business performance. Looks at the debate over HR and human capital reporting. Features seven detailed case studies of how seven companies approach human capital measurement ... expanded summary

Human resource management systems – IDS HR StudyPlus, Summer 2002
Considers the benefits that can be achieved by using specialist software to automate and streamline HR processes and to provide a single source of HR data. Six detailed case studies highlight the key areas that companies should consider when selecting and implementing a human resource management system. Provides comprehensive information on the principal products offered by 29 software suppliers ... expanded summary

Improving staff retention – IDS HR Study 863, February 2008
While a certain amount of staff turnover can be beneficial, a high rate of attrition can have a negative business impact if left unchecked. This IDS HR Study looks at all aspects of devising a retention strategy, including: measuring staff turnover; counting the cost of attrition; benchmarking turnover data; understanding the causes; and addressing the problem. It features detailed case studies of the steps taken to improve staff retention at six named organizations and a review of key findings from recent surveys ... expanded summary

Incentive schemes see Bonus schemes

Induction programmes – see Recruitment & retention Update

Information & consultation arrangements – IDS HR Study 858, November 2007
Many UK employers have now adopted information and consultation arrangements, with some doing so in direct response to Government legislation. But whatever the reasons or introducing a company council, if it is going to have a positive impact on employee engagement and business performance, it is important that it is seen as a forum for genuine consultation, where employees’ views are listened to and taken on board before decisions are made. This HR Study includes a concise guide to the statutory rules on information and consultation, which came into effect from April 2005 and provides details of how information and consultation arrangements work in practice in six organizations ... expanded summary

Internal communications – IDS HR Study 741, January 2003
Looks at how employers use a variety of complementary channels to get messages across and encourage feedback. Examines how organisations evaluate the effectiveness of their communication strategies. Considers where responsibility for internal communications lies. Includes six detailed case studies ... expanded summary

International assignments – IDS HR Study 857, November 2007
In an increasingly globalised business environment, employees with, or willing to acquire, international business experience are particularly valuable. While the use of short-term assignments is growing, traditional longer-term assignments – typically of two to three years – are still widely used to meet this demand. Organisations use international assignments to cover temporary skill gaps, to fill senior management positions, to transfer skills and knowledge, to resource start-up operations or for career development purposes ... expanded summary

Internet & e-mail policies – IDS HR Study 848, June 2007
Unfocused use of Internet and e-mail can waste valuable time with little business benefit. At worst, staff may visit inappropriate or undesirable websites, download and circulate material that can cause considerable offence to colleagues or import viruses that can infect the network ... expanded summary

Investors in People – IDS HR Study 816, February 2006
The recently-revised Investors in People Standard helps employers improve business performance through managing and developing their employees. This Study also includes details of the new IiP Profile framework and the IiP Champions programme. Six detailed case studies feature companies that have successfully achieved IiP recognition (including two of the IiP Champions for 2005)... expanded summary

IT staff see Computer staff pay

Job evaluation – IDS HR StudyPlus 837, January 2007
The main aim of any job evaluation exercise is to measure the relative worth of different roles within an organisation. The results of an evaluation are then typically used to inform revisions to pay and grading structures, although some employers are now also linking the factors used to measure jobs to their appraisal, performance management and recruitment activities. This HR StudyPlus features five in-depth case studies of the job evaluation exercises undertaken at a range of public and private sector organisations and also includes a Guide to Suppliers, detailing the services and products offered by 13 specialist consultants. ... expanded summary

Job families – IDS HR Study 814, January 2006
A growing number of companies are recognising the potential benefits of taking a job family approach when designing new pay and grading structures. A well-designed job family framework establishes clear career paths for employees, showing at a glance the potential for both promotion and lateral progression. Organisations can also take advantage of this method of arranging roles to align their pay levels more closely with the market. Includes six detailed case studies showing how job families work ... expanded summary

Job-sharing – IDS HR Study 695, August 2000
Nearly one per cent of employees now work on a job-sharing basis, a flexible working option which is increasingly being offered by employers as part of a package of family-friendly or work-life balance policies. This Study considers the pros and cons of job-sharing and examines the practical implications of this type of working arrangement. Six detailed company case studies ... expanded summary

Labour turnover see Improving staff retention

Leadership development – IDS HR Study 847, June 2007
Leadership is vital in any organisation to provide direction, set strategy and to get the best out of employees. Different goals require different types of leaders and an increasing number of employers now use teams of leaders rather than individual figureheads to benefit from a broad range of skills and abilities at the top of an organisation ... expanded summary

Learning & skills councils – IDS HR Study 744, February 2003
Examines the role of the national Learning & Skills Council and its network of 47 local councils that have replaced the previous training & enterprise council system. Looks at how local LSCs are setting about the task of upskilling the workforce in their areas in co-operation with employers and other agencies. Case studies of five local LSCs in action and a report on developments in Scotland under the auspices of Scottish Enterprise ... expanded summary

London allowances – IDS HR Study 853, September 2007
This HR Study considers and provides examples of the free-standing allowances still favoured by many organisations, as well as some of the other methods that employers choose to operate either alongside or instead of these. The publication details the locations that qualify for allowances – both inside and outside London – and the accompanying levels of payment in 143 named organisations. Any recent changes are highlighted … expanded summary

Long service awards – IDS HR Update 791, February 2005
Examines how employers recognise the commitment and loyalty of long-serving employees. The main feature in this IDS HR Update looks at the changing nature of long service awards and at how scheme administration is handled. Details of the frequency, form and value of long service awards in 17 organisations ... expanded summary

Long-term pay deals – IDS HR Study 740, December 2002
Analyses why employers and unions have negotiated long-term pay agreements, and looks at the pros and cons of such arrangements. Explains how long-term deals are structured and describes the types of formulas used for determining future pay increases. Provides details of the long-term deals in 57 organisations and industry agreements ... expanded summary

Managing redundancy – IDS HR StudyPlus 860, December 2007
Redundancy presents challenges to all those involved - its impact stretches beyond employees who are directly affected to colleagues, managers and even potential new recruits. Implementing job cuts while maintaining good employee relations and a respected employer brand is one of the toughest tests facing any HR professional. This new IDS HR StudyPlus outlines a number of steps employers can take to help the process go as smoothly as possible and minimize the impact on employees. It includes five detailed case studies showing how a variety of organisations have managed redundancy exercises and a Guide to suppliers section detailing the services offered by 16 specialist outplacement providers... expanded summary

Managing stress – IDS HR Study 845, May 2007
Stress is the largest single cause of long-term absence among white-collar workers in the UK. It is not surprising, therefore, that considerable efforts are now being made to reduce its impact in the workplace. This HR Study includes five case studies of stress management strategies. It also looks at the Health & Safety Executive’s management standards for stress, while a separate five-page ‘Stress and the law’ section summarises employers’ legal obligations and duties...expanded summary. See also section in Employee counselling services

Maternity & parental leave – IDS HR Study 851, August 2007
The Work and Families Act 2006, which came into force on 1 April 2007, increases the rights of working mothers and seeks to improve communication between employer and employee during maternity leave. It also contains powers to enable parents to share additional leave. This HR Study looks at the different ways in which 26 employers in a range of sectors have gone beyond the statutory obligations to enhance maternity leave and pay... expanded summary

Mentoring – IDS HR Study 778, July 2004
Explores the principles of good mentoring and describes the benefits it can offer to mentor, mentee and the business. Considers issues in running a mentoring scheme such as selecting and training mentors, the matching process, establishing ground rules and evaluating the mentoring programme. Five detailed company case studies of mentoring in a variety of contexts ... expanded summary

Mileage rates see section in Company cars & business travel

Non-cash incentives see section in Employee recognition schemes

Online recruitment – IDS HR Study 819, April 2006
Employers are increasingly using the web to raise levels of interest in their vacancies, to gain access to a wider pool of candidates and to encourage online applications. This Study contains five detailed case studies of online recruitment practices in action ... expanded summary

Opportunity Now – IDS HR Study 758, September 2003
Examines in detail what five member organisations are doing to meet the campaign's aim of increasing the quantity and quality of women's participation in the workforce at all levels. The measures adopted include widening the recruitment pool, increased emphasis on career and personal development and the adoption of family-friendly policies ... expanded summary

Outplacement services see section in Managing redundancy

Outsourcing HR administration – IDS HR StudyPlus 746, Spring 2003
Examines the business case for outsourcing a wide range of HR administrative and transactional activities to a single supplier. Reports on how a variety of organisations, from major oil and telecommunications companies to local councils, have implemented such an arrangement. Includes a Directory of suppliers featuring ten leading players in the UK outsourcing market ... expanded summary

Overtime – IDS HR Study 862, January 2008
With many employees still working more than 48 hours a week, the UK’s so-called ‘long hours culture’ remains in the spotlight. But despite strong opposition within the EU, the UK’s individual opt out to the 48-hour limit on the average working week remains in place. This Study focuses on paid overtime, worked by over one in five full-time employees. The Study looks at the overtime arrangements at 34 organisations. Each entry provides details of: the premia paid; the overtime calculator applied; minimum qualifying periods; managing overtime ... expanded summary

Parental leave see section in Maternity & parental leave

Part-time workers – IDS HR Study 715, September 2001
Examines how part-time workers are increasingly at the heart of many organisations’ workforces, as both employers and employees see benefits from this type of flexibility in working time. Summarises the new Part-time Workers Regulations that seek to provide parity of treatment with full-time workers. Looks in detail at the role, working patterns and terms and conditions of part-time workers in 25 organisations, including three detailed case studies ... expanded summary

Partnership agreements – IDS HR Study 656, October 1998
Examines six organisations which have concluded partnership agreements with trade unions. It examines how the agreement was reached and considers what this approach to employee relations means in practice ... expanded summary

Performance management – IDS HR Study 839, February 2007
The aim of any performance management system is to improve the effectiveness of individuals and the company as a whole. This new HR Study highlights the current trends in performance management and identifies key elements of a successful approach, based on five detailed company case studies. It covers all phases of the process: performance planning and objective-setting; reviewing progress; evaluating performance; and rating systems. ... expanded summary

Performance-related pay – IDS HR Study 650, June 1998
Looks at the pros and cons of performance-related pay. Considers why organisations have adopted this form of pay system and examines how differing objectives are reflected in the way their schemes operate. Case studies of performance-related pay arrangements in six organisations ... expanded summary

Private medical insurance see Employee health & well-being

Promoting race equality – IDS HR Study 825, July 2006
While there is an obvious ethical argument for having equality of opportunity in employment, as well as a legal obligation set out in discrimination law, employers are increasingly won over by the business case for diversity and the positive benefits that race equality can bring to the organisation ... expanded summary

Psychometric tests – IDS HR StudyPlus 770, March 2004
A guide to around 100 ability tests and personality assessment products published or distributed by the leading UK suppliers. Six detailed company case studies examine how tests are used for selection and development purposes in a variety of contexts. Issues discussed include training test users, administering test sessions, giving feedback and evaluating tests ... expanded summary

Recognition awards see Employee recognition schemes

Recruitment practices – IDS HR Study 751, June 2003
While the appropriate use of technology can help streamline recruitment processes, this Study also highlights the durability of traditional application and selection methods. It examines various approaches to attracting applicants, considers the impact of the Internet and looks at a range of screening and selection techniques. Six company case studies ... expanded summary. See also Assessment centres and Online recruitment.

Recruitment & retention Update – IDS HR Update 807, October 2005
A growing number of UK employers are successfully recruiting foreign workers, particularly but not exclusively from the new EU states. A special feature in this IDS HR Update examines the overseas recruitment initiatives undertaken by six organisations. Our second feature article reports on the changing nature of induction programmes and highlights their key role as the foundation of an effective staff retention strategy ... expanded summary

Redundancy see Managing redundancy

Relocation see Employee relocation

Retention strategy see Improving staff retention

SAYE schemes – IDS HR Update 795, April 2005
The main feature in this IDS HR Update provides details of the SAYE schemes in 25 companies. It includes information on the upfront discount offered on the share option price, scheme participation rates and the average amounts being saved by employees each month. Examples of typical employee gains at some recent scheme maturities are also given ... expanded summary

Sabbaticals see Career breaks and sabbaticals

Secondments & volunteering – IDS HR Study 836, December 2006
Considers the HR implications of staff secondments and employee volunteering schemes and looks at how both options offer a useful way of developing staff competencies, while providing practical help to the community. The Study features detailed case studies of secondment programmes and employee volunteering at five named organisations … expanded summary

Share incentive plans – IDS HR Study 840, February 2007
The share incentive plan (SIP) is an all-employee scheme that offers tax breaks for employees holding shares in the company for which they work. This HR Study takes a detailed look at the extent to which 30 companies offer the three main types of share available through a SIP – free, partnership and matching shares. It analyses variations in savings arrangements, matching ratios for employee-purchased shares and company policies on forfeiture and the reinvestment of employees’ share dividends. ... expanded summary

Shift pay – IDS HR Study 838, January 2007
Shiftworking encompasses a wide variety of arrangements and patterns - ranging from 12-hour stints as part of a continuous rota to four-hour 'twilight' shifts. Most shiftworking patterns attract some kind of additional payment to compensate employees for the level of inconvenience involved in this type of work. This Study gives details of the shift patterns and premia in 35 named organisations across a variety of sectors. ... expanded summary.

Sick pay – IDS HR Study 852, August 2007
While employers are seeking to limit the costs of sickness absence with a range of control measures, most remain committed to supporting employees who are off sick, with many providing better-than-statutory sick pay arrangements. This HR Study summarises the sick pay schemes at 28 named organizations and examines key aspects of scheme design. It includes information on eligibility, benefit levels, and notification and certification procedures... expanded summary

Smoking policies see Employee health & well-being

Standby and call-out pay – IDS HR Study 841, March 2007
Approaches to arranging standby cover differ widely according to the circumstances and the needs of the organisation in question. This Study examines which staff groups are most likely to be covered by standby and call-out arrangements and considers how such schemes operate. It gives details of the standby and call-out arrangements in 35 named organisations ... expanded summary

Stress management see Managing stress

Subsistence allowances see section in Company cars & bussiness travel 

Succession planning – IDS HR Study 804, August 2005
Organisations need a constant flow of talented leaders equipped to meet the business challenges of the future. This Study discusses the different approaches that companies take to managing and delivering their succession plans. It examines a wide range of talent management activities and considers the types of qualities organisations look for in their future leaders. Includes six detailed company case studies ... expanded summary

Suggestion schemes – IDS HR Study 868, April 2008
Employees are often best placed to spot potential improvements to working practices that could result in substantial savings for a company. By operating a suggestion scheme, employers are able to take advantage of this valuable experience and knowledge that could otherwise be overlooked. Drawing on the experiences of seven featured organisations, this HR Study looks at the key elements to running a suggestion scheme – who takes responsibility for managing it, eligibility criteria, how employees submit an idea, the evaluation process and typical rewards. It also discusses the importance of clear communications ... expanded summary 

Teamworking – IDS HR Study 763, December 2003
Covers various forms of teamworking, ranging from permanent process and functional teams to project and other ad hoc teams. Through four detailed company case studies, it examines how teamworking operates in practice. Explores the role of team leaders, the importance of good communications and how performance is assessed ... expanded summary

Teleworking see Homeworking

Temporary workers – IDS HR Study 689, May 2000
Considers why companies hire temporary workers, examines how they are recruited and trained and looks at their terms and conditions. Also includes national statistics on the prevalence and nature of temporary work, a summary of key employment rights and an assessment of the likely impact on the UK of the EU Directive on fixed-term work. Provides details of the employment of temporary workers in 23 organisations, including two case studies ... expanded summary

Time off and special leave – IDS HR Study 821, May 2006
Employers are legally obliged to grant special leave to employees in many different circumstances. However, many choose to go beyond these statutory requirements and allow their staff to take time off for a variety of purposes. The Study sets out the policies and practices in 20 diverse organisations from the public and private sectors, including details of the length and type of leave provided, whether this is paid or not, and the specific circumstances under which it is granted ... expanded summary

Training strategies – IDS HR Study 849, July 2007
A well-considered and effective learning programme can play a key role in helping an organisation evolve, grow and succeed by aligning development interventions with key business objectives. This HR Study features case studies of the training strategies in place at five named organisations ... expanded summary

Union recognition – IDS HR Study 685, March 2000
Looks at how and why a number of employers have recently recognised trade unions on a voluntary basis. Examines the recognition process in detail and the facilities afforded to union reps as they carry out their new responsibilities. Detailed case studies describe the voluntary recognition process at seven organisations. Also discusses the statutory right to recognition introduced by the Employment Relations Act 1999 ... expanded summary

Violence against staff – IDS HR Study 749, May 2003
The effects of workplace violence can be far-reaching and long-lasting. Physical attacks can cause staff pain, distress or disability, while verbal abuse can lead to low morale, reduced job satisfaction and stress. For employers, workplace violence can create a poor business image and higher staff turnover. This Study includes a dedicated section outlining the legal responsibilities of employers as well as detailed case studies of how workplace violence is dealt with at six named organisations… expanded summary

Voluntary benefits – IDS HR Update 769, March 2004
Special deals on finance and travel, discounted CDs and DVDs and low-cost healthcare plans are among the voluntary benefits most popular with employees. The main feature in this HR Update looks at how a growing number of employers are arranging and promoting voluntary benefits packages ... expanded summary

Whistleblowing see section in Codes of conduct

Work placements – IDS HR Study 774, May 2004
Examines the attractions of work placement opportunities for employers and the individuals concerned, focusing mainly on students in further and higher education. Considers how placement programmes are managed, identifies the different types of placement available and looks at how the students are selected and supervised. Covers how programmes are evaluated and offers useful tips on running a successful scheme. Detailed case studies of the work placement programmes in six organisations ... expanded summary

Work-life balance – IDS HR Study 768, February 2004
Considers why employers are looking afresh at work-life balance issues. While flexible working patterns have traditionally been taken up mainly by staff with family commitments, organisations are increasingly acknowledging the benefits of extending such options to all employees. Identifies the typical elements of a work-life balance policy and looks at the key factors involved in successfully implementing a scheme. Includes four detailed company case studies ... expanded summary

Working Time Regulations see section in Overtime