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Targeted health and wellness programs can help improve employee engagement and productivity, say Jon Ingham and Adrian Norris, director and managing director and Buck Consultants.

Jon Ingham of HR consultants, Penna, suggests that an organization’s relationship with its talented employees needs to be fundamentally different from that of other employees if the strategy gap is to be closed. Here, he shares Penna’s experiences of working with various leading organizations, and offers four stages to help create a strategic talent management program.

The purpose of this paper is to provide answers to four questions on building a better human resources (HR) department: why?, who?, what? and how?

The paper is based on the accumulated experience of the co-authors.

The paper finds that better HR departments create better organizations and will often do this by enabling better relationships between the people working in them. Developing the right relationships is also an increasingly important part of creating an effective HR organization.

Much attention has been spent on developing HR professionals. The authors also want to make HR departments better. This paper steers future research on HR effectiveness in this direction.

Senior HR leaders charged with improving their HR department may do so with the roadmap offered by the authors.

For businesses to receive full value from HR, it is very important to upgrade the quality of HR professionals. It is even more important to upgrade HR departments. This paper suggests how this can be done.

The purpose of this paper is to suggest that analytics are most useful where they support and enable strategic decisions about people management and the business.

The paper explores how organizations can best make the link between strategy and the analytics they choose.

The best way to link analytics and strategy is through a human capital scorecard. This scorecard should be based on a strategy map like the original balanced business scorecard, which links inputs, human resource (HR) activities and human capital outputs together and also shows how these are linked to HR's impacts in the business.

Organizations are advised to think strategically about the sorts of analytics they can develop in order to drive decision making about people and the potential impact of people on business performance. In many cases, they will find that developing a strategy map that identifies objectives for the people management strategy, followed by a scorecard identifying measures for these strategies, and then analytics to add value to the chosen measures, will be the best approach to HR measurement and analysis.

Other authors have suggested forms of HR scorecard but these have not been based on a strategy map. This limits their usefulness and, in particular, does not enable analytics to be developed that link to strategic needs within a business.

Working with organizations around the world to calculate the top drivers of employee engagement, Hewitt’s Ray Baumruk knows how businesses can harness such knowledge to become more successful. Here, he explains to Bob Gorman why the manager is critical to increasing engagement and improving performance and profitability.

Organizations across the globe are acknowledging that their current managers and leaders‐in‐waiting will one day leave their posts, be it to retire or because a more appealing job offer has arisen. With this in mind, many companies are development increasingly effective strategic methods for training their high‐potential employees.