Sarah Dawson

Sarah joined the IPA in 1997 and leads on the IPA’s election services, working with client organisations to develop online and postal nomination and voting solutions for the election of employee representative bodies, member nominated pension fund trustees, and supplier forums.

She has worked with major clients to support the development of effective employee voice mechanisms, including B&Q, Pfizer, Legal & General, Whitbread Group, Guardian Media Group and SopraSteria.

Sarah also acts as project manager for major and complex consultancy and research projects.

Contact Sarah: » [email protected]

Latest

IES Annual Conference 2024: Creating a Sustainable Workforce

IPA is part of the Institute for Employee Studies and we are pleased that our director, Nita Clarke will again be speaking at the IES HR Network Annual Conference where you can hear from the UK's leading employment specialists and HR thinkers on how best to create a sustainable workforce.
Managing HR in recession: why it makes sense to consider alternatives to job cuts in a downturn

Many organisations like to claim that “people are their greatest asset”. For Stewart Johnstone of University of Strathclyde, the ultimate test of this mantra is when tough times hit and and organisations start to seek ways to cut costs. Usually this includes ways to trim the wage bill - but would firms be better advised to consider alternatives to downsizing in times of crisis?
Collective performance-related pay systems may have more effect than individual performance-related schemes

Research led by Professor Stephen Wood at University of Leicester School of Business (ULSB) shows that collective performance-related pay systems may have more effect than individual performance-related schemes. This finding is based on a systematic review of research studies that directly compared the effects of financial involvement or collective performance-related pay systems with their individual counterparts.
The strategic importance of employee engagement

In the ever-evolving landscape of the UK economy, one crucial factor stands out as both a challenge and an opportunity: employee engagement. Rarely a day passes without alarming headlines highlighting the economic challenges and growing discontent among employees in the UK, declining levels of trust and heightened employee unrest. In this article, Dr Sarah Pass of Nottingham Trent University, makes the case for prioritising employee engagement as a strategic necessity.

Lorraine Modeste

Administration Manager
Nita Clarke OBE

Nita Clarke OBE IPA Director