Research

11 August 2015

Business strategy and insights

This report draws upon original research from over 1,000 HR decision-makers across the countries of the Gulf Cooperation Council (GCC). The report references several other important key sources and seeks to build a picture of current and future workforce priorities facing the region – addressing how these are being impacted by a dynamic social, political and economic context.

Published: November 2015

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This report explores how the themes on transformational change, identified in the first report, apply in practice. Case studies from four organisations provide practical examples of how organisations have approached transformational change.

The report also includes recommendations that HR, OD and L&D professionals should consider for their organisations and their own skill set, if they are to be successful expert initiators and facilitators of transformational change.

Published: September 2015

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This research explores how organisations in the Middle East use HR analytics, and looks to understand how practice is developing in organisations of varying size, age and industry. It draws on the results of a survey of Middle East organisations and in-depth case study research with nine organisations at different stages of their analytics journey.
 
Published: April 2015

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This report covers some of the latest thinking and innovative ideas in the field of change management that can help to land transformational change. Drawing on a comprehensive literature review on change management the report develops ten themes on transformational change practice to provide a platform of knowledge on designing, managing and embedding change essential for OD, L&D and HR professionals.

Published: September 2014

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This research is designed to help employers better understand the impact their people have on the performance of their organisation and as a result make better people management and workforce investment-related decisions.

Published: July 2014

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This report explores the capacity of individuals at all levels of an organisation to buy into and lead on the organisational agenda, highlighting how misaligned organisational structures and processes can get in the way of leadership.

Published: May 2014

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HR strategy and function

This report sets out to identify how HR practitioners and business leaders in the MENA region make professional judgements in situations dealing with people management and development. The survey found that HR and business leaders had conflicting points of view and different interpretations of value priorities in making people-related decisions in organisations. This report explores the emerging themes.
 
Published: November 2015

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This research, part of Profession for the Future, provides an important insight into the priorities currently relevant to decision-makers, and the ways in which those may be challenged in the future. Our work continues by collaborating with a wide range of stakeholders within and outside HR to define and test a new set of principles that will help HR professionals make the right decisions and advise business leaders on what to do, no matter what the context and no matter what the future may hold.
 
Published: October 2015

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The world of work is evolving fast and is growing more diverse. There’s no ‘golden rule’ or ‘best practice’ that enables HR professionals to operate effectively in this rapidly changing environment. Practitioners’ ability to recognise and resolve ethical dilemmas is fundamental to remaining effective when exercising professional judgement.

This review is focused on helping practitioners navigate their choices about designing and implementing HR systems and practices. It identifies eight lenses which offer different perspectives on work dilemmas. The review feeds into our Profession for the Future strategy and will help us develop a clearer definition of what better work and working lives means.

Published: August 2015

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This report examines a number of issues within the cycle of establishment/recruitment to termination as they relate to the Gulf Cooperation Council (made up of the Kingdom of Saudi Arabia (KSA), Sultanate of Oman, Kingdom of Bahrain, State of Qatar, Emirate of Kuwait and United Arab Emirates (UAE)), commonly referred to as the GCC.
 
Published: June 2015

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This collection of thought pieces brings together a number of lead thinkers; academics, practitioners and consultants who are active in the debate about the future of the HR function. We asked them to talk about HR operating models from various angles to provide a summary of the key themes for HR practitioners.
 
Published: February 2015

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In autumn 2014, the CIPD commissioned research into the current state of the HR and L&D profession across the Middle East. We surveyed a cross-section of CIPD members and non-members throughout the region, encompassing all levels of seniority and specialisms of HR and L&D. More than 1,000 people completed the survey in just three weeks. The data paints a clear picture of what’s important to HR and L&D professionals – and how the CIPD can support individuals, organisations and governments to raise HR professionalism and capability across the region in the years ahead.
 
Published: January 2015

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Organisational agility is critical to business success. It has the potential to offer organisations practical solutions to meet the evolving needs of their workforce, as well as controlling operational costs and finding competitive advantage in greater customer focus and innovation.

The findings of this research are based on a survey of HR leaders, an employee survey, focus groups and case study illustrations.

Published: November 2014

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Well-being and behavioural science

This report reviews the extent to which well-being considerations are integrated into organisations and highlights future priorities for the HR profession. It looks at how the changing nature of work, the workforce and the workplace is making a focus on individual well-being even more critical to broader organisational health and well-being.

Published: January 2016

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This is a collection of 14 thought pieces in which experts reflect on the business case for well-being, turning theory into practice, measuring employee well-being and the need to focus on good mental health in the workplace.

Published: February 2016

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The report examines existing evidence through a behavioural science lens to offer examples from the literature and practical tips for recruiters. It explores ways to attract candidates best suited to the job and the organisation's broader needs; the use of key selection and assessment tools, and the biases and errors of judgement that may occur when using these tools; and the experience of the candidate during the recruitment process, including the impact of stress and the knock-on effects of the candidate experience on the employer brand.
 
Published: August 2015

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This report provides an overview of relevant research in behavioural science for those who have a responsibility for, or an interest in, employee reward and identifies how these can be applied to make pay and benefit practices more effective. It is for all those people management and public policy professionals who have a role, or interest, in the design and implementation of pay and benefit systems in organisations.
 
Published: March 2015

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This report sets out the case for applying a behavioural science lens to a wide range of HR issues. Understanding human behaviour at work lies at the heart of HR. We need to make sure HR strategies and interventions are in sync with how people are ‘wired’ and don’t inadvertently encourage undesirable behaviour. It is easy for the thinking behind HR activity to be narrow and not consider the organisation systemically.
 
Published: November 2014

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This report reviews how insight from neuroscience is being used by organisations to inform L&D practice. The ideas discussed broadly connect to the use of neuroscience to:
  • inform learning/change management design
  • enhance learning/leadership development content
The report is relevant for L&D and HR professionals who are interested in hearing how other practitioners have used neuroscience to improve L&D efficiency and effectiveness.
 
Published: November 2014

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Learning and development

This report forms the second part of a CIPD programme of research exploring changing L&D roles and capabilities. It demonstrates that mature practice within the top performing L&D teams leads to significant business benefits. Change is possible, but we need to expand it beyond a minority of organisations and instigate wider movement across the profession. The report explores four key areas to challenge the thinking of the L&D profession – its relationships, roles and responsibilities for the future – and provides a foundation for L&D leaders to drive evidence based change.
 
Published: April 2015

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This report forms the first part of the CIPD programme of research exploring changing L&D roles and capabilities. It reviews the context in which L&D professionals operate and highlights where there have been significant changes in recent years, or where changes are expected. It explores how these changes are affecting the organisation, and in turn how L&D needs to adapt and respond.
 
Published: December 2014

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