Katie Pattullo, Editor

Simon Bird, senior fellow at The King’s Fund, argues that we may need to look at talent differently. Perhaps all our talent don’t actually want top jobs, and a proportion of our Generation Y-ers may be yearning for long-term security

Penny de Valk, chief executive of the Institute of Leadership & Management, discusses the danger of Western managers falling into complacency. There is a distinctive, ambitious style of management emerging from the East

Phil Rogers, HR development manager at IKEA, talks to Talent Management Review about an ambitious learning and development programme for all their UK-based managers – and the impact it had on, not only those participants that took part, but the ‘shadow management’ team who held the reins during the course of the programme

Tim Osborn Jones at Henley Business School argues that it may not be effective to categorise talent into specific generations – talent is all about those that have choice in the labour market

In the face of a declining workforce, companies will be forced to focus on major attraction initiatives for Generation Y – and this will be no mean feat. Expectations are high, often unrealistic, and once on-board, don’t bank on lasting loyalty. Karen Higginbottom looks to the future

Hotel and restaurant group, Whitbread, is working to engage young people, their future employees. Julia Lence, head of resourcing at Whitbread, discusses the impact this can have on its business

Victoria Speers, director of talent management, Hudson, looks at how Cisco took a scientific approach to their rigorous selection of primarily Generation Y candidates and how they managed to find those with the right cultural ‘fit’

Simon Brittain, managing partner of business psychologists Kiddy and Partners, explains how to approach a talent benchmarking strategy: an essential process to allow organisations to measure the strength of its human capital