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Speaker(s): Rebecca Campbell, Ruth Reaney, Dr Jamie Woodcock
Chair: Professor David Marsden

Recorded on 22 February 2018 at Wolfson Theatre, New Academic Building

If William Beveridge was to return to the East End, what would he make of it today? The welfare state has changed significantly in the 75 years since the publication of the Beveridge report, but so has the structure of the economy and the kinds of work that people do today. There is continuity with work, but there is also change: in some ways moving backwards, in other ways radically transforming.

This panel session brings together academics from LSE’s Employment Relations and Human Resource Management Faculty Research Group to debate what Beveridge 2.0 would involve for work and how work could change in the future, to provoke a broader discussion on what is happening with work today.

Rebecca Campbell is a teacher and graduate researcher in the Department of Management at LSE. Her research focuses on employment and pension decision-making.

Ruth Reaney is an LSE Fellow in the Department of Management at LSE. She specialises in work and employment and her current research concerns trade union response to decreasing institutional security.

Jamie Woodcock (@jamie_woodcock) is an LSE Fellow in the Department of Management. His current research focuses on the digital economy, the transformation of work, and eSports. Jamie completed his PhD in Sociology at Goldsmiths, University of London and has held positions at Goldsmiths, the University of Leeds, the University of Manchester, Queen Mary, NYU London, and Cass Business School.

David Marsden is Professor of Industrial Relations in the Department of Management and an Associate in the Labour Markets Research Programme within the Centre for Economic Performance.

The Employment Relations and Human Resource Management Faculty Group within LSE’s Department of Management conducts research and teaching in the institutional and strategic context of work and employment. LSE’s Department of Management informs and inspires better management in practice by challenging and extending the understanding of people, teams, organisations and markets, and the economic, psychological, social, political and technological contexts in which they operate worldwide.

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