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Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.

Reports on how Holiday Inn Worldwide has successfully implemented competency‐based HR strategies which directly link compensation and individual performance to business objectives. The core competencies deemed to be of value to the organization were customer service orientation; flexibility; commitment to organizational values; achievement orientation; initiative and proactivity; organizational influence; creative problem solving; enablement and developing others.

The Rank Organisation has been attempting to become focused on business needs by rethinking the roles and competences required by practitioners. Details the organization’s background and system of management and human resource management. Concludes with a brief overview of future human resource requirements.

Analyses the use of compensation systems and the signals that they give out to employees. Suggests that they may often get mixed messages about the system′s intentions and objectives. Examines the case of performance‐related pay, which a recent survey found did not help create sustained high performance, but in fact could in some cases be demotivating. Provides another example of “mixed messages” ‐ the high pay awards often received by top management, especially when their employees receive none, or are even made unemployed.

Discusses how the Investors in People standard, even though beset with difficulties and scepticism, is now beginning to emerge as a key player in the quality stakes, focusing as it does, on the people aspect of TQM. Looks at the concerns raised on its competition with, or compatibility to, other standards. Suggests much of the scepticism has lessened with the test of time. Describes the work of the standard. Discusses some companies′ involvement with IIP. Concludes that the future looks exciting for IIP. Effectively, the standard provides a practical framework of guidelines and measures.

To successfully ride out the stormy recession, a company needs to sustain its competitive advantage. A major part of this is due to the inclusion of ‘factor X’ — that indefinable and thus difficult to imitate ingredient that keeps you one step ahead.

Discusses how, with the introduction of so many standards/awards, organizations are left wondering which road to take on their journey towards total quality. Considers the problem from a number of stand points. Asserts that quality standards will present daunting challenges for potential users. Poses the question of fusion and whether all this disparate quality standards activity will achieve cohesion. Contends the critical measure is that credible standards must be of premium quality and premium service.

In an increasingly complex and crowded marketplace, only fit for purpose organizations will succeed. This requires a fit for purpose HR function ‐ one that delivers flawless process services, business partnering and, most importantly, builds organizational capability to deliver on the business strategy.

Nissan's Sunderland plant in the UK is a shining example of employee ownership and participation in action. This strategy of continuous Training and development has helped the company achieve its many successes and, it is hoped, will continue to do so in the future.

According to Ian Wood of John Wood Group Plc, the key to surviving the recession is to continuously diversify and adapt to your strengths.