When the word psychology is used at work, there can be a tendency to think it is about dealing with mental illness or analysing employees, or even that it is a bit academic with no real relevance to the workplace. Paul Fairhurst, principal consultant at the Institute of Employment Studies, explains why organisations should spend more time focusing on positive psychology, a strengths-based approach to creating successful people and organisations, rather than just fixing what is wrong with them

There is a tendency for line managers to treat talent management as something they can attend to when they have time, when the business is thriving, rather than treating their talent as the fundamental tools for achieving business success. Gareth Chick, a director of leadership consultants Spring Partnerships, offers advice on how line managers can become competent coaches and key talent developers

Organisations like KPMG in Australia understand that the people who go up and down their lifts every day are their most important and sustainable source of competitive advantage. Being able to attract and retain the best and brightest talent continues to be a focus and provides the foundation for the firm’s success. James Allt-Graham, national managing partner of people, performance and culture, highlights some of the challenges the firm has overcome following the development of their People First strategic agenda

Vodafone operates in a constantly evolving market where the scale and nature of talent needed to meet business demands can change almost overnight. Andy Hill, head of talent management, describes how the business has started to use scenario planning to pinpoint ‘risk’ areas at the top of the organisation more accurately and to build a more realistic picture of current and future resourcing needs

Prior to the growth of the past 10 or 15 years, Ireland’s economy was known more for its failures: high unemployment, high emigration and the loss of skills producing a general malaise. But the Celtic tiger clawed back to become one of Europe’s  economic powerhouses. The question is whether they have the home-grown talent to sustain it. By Katie Pattullo

Historically, salary was a vital component to a job offer and was a key ingredient for discerning applicants. Times have changed: there is the downturn of the economy, a more choosy generation Y mindset and the global talent pool to consider. Stephen Hoare examines whether modern-day employees can be lured by cold, hard cash or whether it is more important for them to have the opportunity for recognition in a winning culture

Marc Auckland, head of leadership development with Network Rail, is a recognised leader in leadership, learning and management development. He tells Talent Management Review how he is leading the rebuild of the leadership and skills capability at Network Rail – and how the military forces played a part

John Burgoyne, programme director of management learning and leadership at Lancaster University Management School, questions whether competency frameworks succeed in what they were set out to achieve