Is horse whispering just another new-age namby pamby management development technique? Katie Pattullo visited the Waterstock House Training Centre in Oxford to see if there was any substance to the ancient art of horse whispering as an effective way of increasing an organisation’s bottom line. The results were surprising – and revealing

Common myths about leadership indicate a need to demystify the concept of leadership by introducing managers early on to practical steps that will help them start their transition towards becoming an excellent leader. Jennie Kettlewell, executive coach with MaST International, a learning and development consultancy, says the focus of development should be on what actually works in practice

With the 2006 merger of Arcelor and Mittal Steel, ArcelorMittal became the world’s largest steel company. Each former organisation had its own corporate university. Brian Callaghan, vice president leadership & executive development at ArcelorMittal, discusses the challenges and successes of merging the two institutions and combining the different approaches of both former organisations

In the year the NHS marks its 60th anniversary, Caroline Wigley, executive director of organisation development at one of the country’s leading teaching hospital trusts, University Hospital Birmingham (UHB) NHS Foundation Trust, explains how they have approached e-rostering technology to achieve better workforce management

The global aspect of talent is still an area many in the talent field struggle with. Geraldine Haley, group head of talent management and leadership development at Standard Chartered Bank, talks to Adele A Lim, a research-practitioner in personal and organisational development, about her experience in implementing a global talent strategy in a consistent way

Talent management software can undoubtedly reduce staffing and recruitment costs, but the real challenge is to find an integrated software package that ‘fits’ with the business model. Carly Chynoweth reviews what’s out there and how to avoid some of the potential pitfalls

With a clear focus on moving away from the traditional methods of talent management, Arvinder Dhesi, group talent management director at Aviva, talks to Talent Management Review about how their organisation has benefited  from ensuring every Aviva employee has a development plan individually tailored for them, shattering the myth that development has to be focused on the privileged few

How do you keep your high performers from leaving you? asks Paul Tizzard, director of Inspirit Training Limited

Just because you have corporate speak and the ‘right’ contacts both inside and outside the organisation, does not mean you are necessarily a born leader. By Tom Smith, head of organisational development at Lane4 development consultants