IDS HR Studies look in detail at the personnel policies and practices of named UK companies. The latest Studies are shown below.

• HR Policy and Practice: Reward

• HR Policy and Practice: Key Issues




• Suggestion schemes – suggestion schemes can help to foster a culture of ongoing improvement by rewarding and encouraging creativity among employees. Organisations stand to gain from improved performance and operational efficiency, and some suggestions may result in significant cost savings …more in IDS HR Study 868, April 2008
• e-HR – employers are increasingly looking to embrace 'e-HR', swapping traditional paper-based processes and databases for quicker and more efficient online technology. Dedicated software packages can take much of the strain out of routine HR procedures, in areas such as recruitment, training, and payroll administration …more in IDS HR Study 867, April 2008
• Company cars & business travel – 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 …more in IDS HR Study 866, March 2008
• Competency Frameworks – competencies are typically used to define the behaviours that an employer values and believes will help it achieve its long-term goals. A well-designed competency framework can form the backbone for a wide range of HR activities …more in IDS HR Study 865, March 2008
• Homeworking – accommodating homeworking requests can provide significant benefits for employees and employers alike. But the success of a scheme depends on the reliability of the technology provided to staff and how the arrangement is managed on a day-to-day basis …more in IDS HR Study 864, February 2008
• Improving staff retention – while a certain amount of staff turnover can be beneficial, a high rate of attrition can have a negative business impact if left unchecked. Employers seeking to improve retention should first establish realistic expectations by studying regional or sectoral benchmark data. They can then seek to improve retention through a wide range of initiatives spanning reward, development and work-life balance …more in IDS HR Study 863, February 2008
• Overtime – 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 …more in IDS HR Study 862, January 2008
• Annual hours – more than one in 20 full-time UK employees work annual hours. Such schemes are particularly attractive to employers whose businesses are characterised by uneven demand or pronounced seasonal variations in work. By arranging working time flexibly across a 12-month period - rather than on the basis of a standard working week - organisations aim to be in a better position to match staffing levels to demand …more in IDS HR Study 861, January 2008
• Managing redundancy – 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 …more in IDS HR Study 860, December 2007
• Disciplinary procedures – 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 …more in IDS HR Study 859, December 2007
• Information & consultation arrangements – 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 …more in IDS HR Study 858, November 2007
• International Assignments – 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 …more in IDS HR Study 857, November 2007
• Employee benefits – 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 …more in IDS HR Study 856, October 2007
• HR intranets – HR intranets are playing an important part in shifting the HR focus away from administrative tasks and towards more strategic objectives. At their best, they act as a portal to an authoritative source of HR policy and guidance and to a suite of online self-service applications …more in IDS HR Study 855, October 2007

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