Peter is a graduate of the universities of Cambridge and Kent in politics and government. He joined the Institute for Employment Studies in 1995 as a Senior Research Fellow and eight years later became Director HR Research and Consultancy. In May 2014 he resigned to become self employed whilst continuing his attachment to IES as a Principal Associate.
At the Institute he contributes to the work on reward and performance management. He has given consultancy support to organisations in a wide variety of sectors (retail, distribution, manufacturing, financial and business services, government administration, housing and voluntary sector) on issues such as performance appraisal, total reward, grading structures, pay harmonisation, performance related pay, variable pay and pay structures. Examples include designing a new performance appraisal process at Kingston University, auditing performance management practice at DCMS, conducting a study for the Police Federation on performance appraisal among police forces, advising on the performance/pay link for the Sanger Institute, investigating reward decision making processes at Legal and General and running total reward surveys at Camden Council and National Offender Management Services.
He is the editor of two IES reports on New Reward (covering issues such as market pay, variable pay, flexible benefits and total reward) and co-author on Performance Management: The Implementation Challenge, Key research findings. Peter Reilly has also co-authored a book with Michael Armstrong and Duncan Brown: Evidence-Based Reward Management: creating measurable business impact from your pay and reward practices and has written various journal articles such as Total reward is a capital idea, (Strategic HR Review), Employee Engagement: What Is the Relationship with Reward Management? (WorldatWork Journal with Duncan Brown of Aon Hewitt); Team based pay in the United Kingdom (Compensation and Benefits Review with Jane Phillipson and Peter Smith from Hay) and New Approaches in Reward: their relevance to the public sector (Public Money & Management).
He is a frequent conference chair (eg for a compensation and benefits seminar in Brussels and at a ‘Performance Management through People’ seminar in Barcelona) and presenter. He has been a competition judge for Employee Benefits (and other publications) on a number of occasions.
Prior to joining IES Peter had a 16 year career with Shell holding various posts in the UK and abroad. His last position was as Regional Personnel Adviser (Middle East, Indian Sub Continent, and Francophone Africa) for Shell International Petroleum Co. He was responsible for providing HR advice to operating companies on issues such as management remuneration, HR strategies in acquisitions and disposals, regional staff exchange schemes, benchmarking and assessing HR performance. He also conducted a training course for HR refinery staff on HR policies and practices and advised the Shell Companies of Turkey on variable pay schemes.
In 1994 he undertook three projects. He was appointed adviser to the Shell Companies of Turkey on industrial relations, specifically charged with developing a strategy for pay negotiations. Secondly, he investigated the international graduate recruitment market to see what opportunities there were for cross national recruitment. Thirdly, he was responsible for an investigation of the changing nature of the employer/ employee relationship and its impact on Shell in the UK, set in the context of likely internal business developments and external social and economic changes.
Previous experience with Shell covered both line HR responsibilities and work in specialist fields. The former included posts as Personnel and Administration Manager for a gas plant in the north of Scotland and Personnel Manager for Shell UK’s Information and Computing division where he was the project manager on a merger with its Dutch counterpart. As a specialist he worked in such areas as compensation and benefits, recruitment and career development, and industrial relations.
Prior to joining Shell he was a Senior Research Officer with the British Institute of Management where he wrote reports on profit sharing, employee participation practices and trends in British industry.