Business performance

States the relevance of high involvement working and lists its main components. Gives a framework and reports on case studies. Includes the CIPD viewpoint.

Introduces PESTLE analysis, its development as a strategic diagnostic tool, the process, possible applications and the link with SWOT. Gives two example case studies.

Introduces SWOT analysis, a diagnostic tool for assessing strengths, weaknesses, opportunities and threats, its development, the process, possible applications and gives two example case studies.

Details of CIPD research into the latest thinking and practice on high performance working.

This discussion paper aims to stimulate awareness and encourage debate about, and input to, a new flagship CIPD action-research project. This project is intended to investigate how a variety of organisational interventions build sustainable high performance using relevant action learning and experiential research techniques.

Explores the idea that there is a new organisational paradigm based on moving away from traditional systems and methods of organising work to new 'smarter' ways of working.

Many organisations rely on external partners such as suppliers and consultants to operate effectively. These people have valuable knowledge which is strategic...

Findings of a study exploring how people management and development can help NHS organisations to drive performance and achieve their goals.

A report of the experiences and lessons emerging from an action learning consortium of nine public sector organisations working together to develop a more strategic approach to HR.

This 2-day course is designed to help managers to prepare more robust strategic goals and better implementation plans. It also helps you to justify the cost-effectiveness of your budget and your resources.

This course is an intensive programme that focuses on giving participants the skills to feel more confident about operating and influencing at a higher strategic level.

Learn how to expect the unexpected by thinking about different possible futures; how you can recognise which future you are moving towards and which levers you can pull in your organisation to steer a more beneficial course