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The IES HR Network
The IES HR Network combines membership of a select
community of leading edge employers with access to
research carried out by one of the UK’s foremost
employment research institutes.
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The IES HR Network is a central part of IES’s activities, as the close
relationship we have with our members ensures that we undertake
relevant research and provides an opportunity to disseminate it in
an appropriate manner. To underline the importance of
membership, two new roles were created this year:
Membership Manager (Jo Davis)
Head of Business Development (Martyn Smith)
Membership is by invitation and is open to organisations that we
believe will both benefit from the services and contribute to the
Network. All members have access to the activities and resources,
arranged under each of the five themes:
organisational performance
resourcing and development
reward and performance
motivation and well-being
HR functional excellence.
Throughout the year members take part in an exclusive series of
regular seminars and workshops, together with our annual
conferences. The concept of the HR Network is one of
participation in the sharing, development and application of
knowledge for good practice people management.
Network events and conferences combine a unique mix of
research findings, client organisation presentations, and the
opportunity to share experiences in a confidential community.
Briefing Papers are produced on a frequent basis to provide the
membership with good practice, leading-edge thinking, and IES
opinion about future issues, and giving short, sharp input on
critical issues.
This year we published thirteen HR Network papers and reports,
on topics ranging from organisational justice to mental health at
work, and remuneration following mergers to evaluating coaching
(full list of publications, page 20).
The HR Network research programme has centred on three
projects – customer views of HR, human capital management
measurement and the efficacy of performance pay. The research
took different forms for each of the projects. On performance
related pay we looked at the research evidence that argued in
favour or against linking reward to individual performance. The
human capital measurement approach was one of action-oriented
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