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Research & Resources
Our research is an invaluable source of latest thinking and guidance in key areas of learning, performance management, organisation development, talent and people strategy.
January 19th 2012
Developing an Effective HR Strategy
Research for this report found that much progress still has to be made for HR to be regarded as ‘strategic’ and as a key contributor to business strategy. It fleshes out both the business needs and the issues HR strategy must face in such a role. Guidelines are also provided on this role, people strategy and communicating/evaluating that strategy, as are useful case studies. Essential recommendations are made.
Compiled from desk research, a CRF survey and many interviews with HR leaders, experts and academics, this report examines in depth what evidence-based HR (EBHR) is – and is not. What is meant by evidence is discussed, along with how EBHR connects to measurement evaluation and diagnosis in HR.
Compiled from desk research, a CRF survey and interviews with 30 HR leaders and almost 70 employees, this report examines the changing context of career management, along with current issues and practices.
This research report reviews the changing role of leaders and the importance of context, culture and job requirements when selecting them. It examines what criteria should be used for assessing leaders and provides an overview of assessment tools and methods.
This report puts forward the business case for diversity in organisations, with specific references to gender, the current diversity situation and evaluates its effects on business performance. Using a combination of research and expert views, the report highlights the hurdles that diversity programmes can encounter and the organisation cultures that most readily encourage it.
This report highlights the role that HR should play in risk management. This is in the context of significant trends in corporate governance to recognise the importance of behaviour, rather than the historic tendency of risk management to rely mainly on controls and quantitative analysis.
This is the first publication to focus specifically on the collective role of HR specialists, and follows on from earlier CRF reports on Configuring HR for tomorrow's challenges and The Effective HR Business Partner.
Work on High Performance in the UK, Centre for Organizational Performance
To support our Creating High Performance Organisations event Dr. André de Waal published this document providing an overview of current research and practical application of high performance in the UK.
While summarising an array of surveys indicating that HR still has a reputational problem, this CRF report sets out an agenda to re-position the role of HR as a high achieving function dedicated to organisation effectiveness. It indicates how HR should tackle its own talent challenge to shift HR skill levels and orientation, how it should organise its resources, the way it should work with ‘the line' to manage people, and the priority areas for action.
Employee engagement and organisational performance
This research report takes stock of where the concept of employee engagement has got to some 10 years after becoming a popular management concept, and after a couple of years of recession. It analyses what has and hasn't yet been learnt.