When economic times get tough, research shows that there are ways to restructure responsibly to benefit both organisations and their employees.
CIPD member content
This content is only available for CIPD members
If you’re already a CIPD member, please sign in to access this content
CIPD Trust
Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Bullying
and harassment
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Reviewed by
Amy Bosley, Research Adviser
Amy joined CIPD’s Research team in 2023, specialising in changing people functions and HRM operating models research. Prior to joining CIPD, Amy worked as a researcher in an applied social research and evaluation unit based within a university, and has previously worked as an HR practitioner across the private, public and third sectors.
Amy has a master’s degree in Human Resource Management from the University of Plymouth, where she conducted research into the role of line managers in managing workplace diversity and the impacts of zero-hours contracts on employers and employees. She also holds an undergraduate degree in Business Administration.
Evidence-based insight and practical recommendations for ensuring fair selection in recruitment and promotion practices
Our trend analysis and benchmarking data on recruitment, workforce planning and retention helps HR and employers recruit and retain effectively
Evidence-based insight and practical recommendations for creating jobs and inclusive workplaces where young people from marginalised backgrounds can thrive
Evidence-based insight and practical recommendations for reaching, attracting and selecting young people from marginalised backgrounds
A look at how relational analytics enables better designed HR practices
A look at how storytelling allows HR analysts to craft and sell their stories to different organisational stakeholders, including senior management and people managers
Exploring the use of algorithms in hiring procedures and what impact this has on candidates’ perceptions of fairness
Guidance from research on how managers can deal with role overload, ambiguity and conflict in their teams to reduce ‘always-on’ expectations and maximise staff wellbeing and efficiency