Kelly has an active research record in the employee engagement field. She has written various publications with the Work Foundation, the Chartered Institute of Personnel and Development (CIPD), Penna and Manpower amongst others.
This report is about mental health at work. People with mental health problems face severe discrimination at work. This is the result of a lack of understanding and awareness – among employers, managers and employees in general – about the nature of mental illness and associated problems and how to deal with them. Published by The Industrial Society for the Mindout for Mental Health Campaign.
This research was a ten year evaluation of health promotion activities in the NHS exploring how the NHS can be a demonstrable good employer by looking after it own workforce’s health concerns. Published by Health Development Agency (now part of NICE) Summer 2001. Author: Kelly Drewery.
The research examined why generational diversity matters as an issue for HR practitioners. We investigated the implications of generational diversity for employee engagement strategies and what organisations can do to attract and engage the four different generations currently in the workplace. What was unique about this research was the exploration of potential sources of misunderstanding and conflict that could emerge through lack of generational awareness. Tips for creating a winning engagement strategy were identified. Published by CIPD and Penna October 2008. Authors: Kelly Drewery, Anne Riley and Heather Staff.
In the economic downturn, attitudes have changed towards employers. This research report shows how these attitude changes differ between the generations in the workforce which partly reflect their experience of previous economic downturns. The key implications for HR and management practice relate to attracting and engaging employees, supporting those employees to perform, and managing employees through change. This research is a follow up study from the 2008 Gen Up research. Here, Kelly explores the impact that the recession has had on those currently in the workplace. The deal and level of job security offered to different generations varies greatly and has implications for how employers and HR practitioners seek to engage cross generational groups within their workforce. The implications for recruitment, employee engagement, development and retention are explored. Published Dec 2011. Author: Kelly Drewery.
Companies that understand how managers engage their teams, and support those managers, are more likely to be the great employers of the future. Great employers will understand and anticipate the future and prepare to attract, retain and motivate excellent employees to deliver customer satisfaction. This report explored international issues around company culture and the role of the leader/manager in engaging with individuals. Published by Manpower Summer 2006. Author: Daniel Kashmir; Research manager: Kelly Drewery.
High performing organisations report higher levels of line manager effectiveness with 80% of managers in high performing organisations having an effective manager, compared with 39% in low performing organisations. There is considerable scope for improving the effectiveness of UK management and that, by doing so, organisational performance will improve. Current management and leadership development practices are not meeting the need for improved management effectiveness. This was research conducted in partnership with the Chartered Management Institute (CMI), Manchester Business School, Henley Business School and Penna Consulting investigating the tangible business benefits on management and leadership development – including the impact on employee engagement and retention. Author: Jackie Switzer. Published Spring 2012. Research Manager: Kelly Drewery.
This report explored how organisations can harness, and benefit from, their creativity and innovation. ‘Creativity’ is about the generation and sharing of ideas and the report will focus on what features characterise an environment conducive to creativity. ‘Innovation’ is the process whereby creative ideas are implemented and different strategies to implement innovation are explored. This research illustrates the importance of understanding how engaged workers can contribute significant intangible value to their organisation’s development. Published by The Work Foundation Oct 2003. Author: Kelly Drewery.
This research report explored implications for UK business around global changes in outsourcing to lower wage countries. The popularity of offshoring has nurtured a fear in high income countries such as the UK that even relatively high-skilled, well-paid jobs are now also under threat by this next wave of technology driven globalisation. The implications for changing capability in UK businesses is explored. Published by The Work Foundation, Sept 2003. Editor: Kelly Drewery; Authors: Greenwich University.
This research explored the adaptability of social network mapping, a methodology developed by anthropologists to understand different cultures, to the business context. It explores why we would wish to understand informal social networks in our own organisations. Insight from this research confirmed the importance of understanding informal social structures in our workplace and how these contribute to employee engagement, retention, and career progression. Published by The Work Foundation June 2003. Authors: Kelly Drewery and William Davies.
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