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Mentoring larger numbers of people can be a challenge. This paper seeks to show how performance support can overcome scalability barriers and cost‐effectively provide best practice and up to date help to people throughout an organization, and internationally, on a 24/7 basis and wherever and whenever they need assistance.

Performance support tools can capture and share what high performers do differently in areas in which they excel, and enable others to emulate their approaches to understanding complex situations and doing difficult tasks. The author presents drawbacks of traditional mentoring and training, and summarizes the return on investment, scalability, flexibility, and sustainability advantages of performance support.

Tools examined have yielded multiple benefits to users and commissioning organizations. Relevant and current support can be provided as and when help is needed, including out of the office and on the move.

Performance support has generated high returns on investment. Results include better understanding, higher productivity, quicker and bespoke responses, reduced costs, less stress, and evidenced compliance. Support and learning occurs at the place and time of work. Users can benefit from the advice of whoever has the most relevant and highly effective way of addressing whatever problems arise at each stage of a task.

Research underpinning performance support is summarized, and what it is and its implications are described. It is compared with e‐learning and face‐to‐face approaches. Performance support can complement, supplement or replace traditional approaches to mentoring and training, making superstar support available to larger numbers of people, as and when assistance is required.

Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. It aims to suggest a practical and much more cost‐effective way of quickly achieving multiple corporate objectives and measurable benefits for both people and organisations is often being overlooked.

A programme of critical success factor, “issue” and other surveys was complemented with a five‐year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

Recruiting exceptional people – even if affordable – can create a host of problems if they are not properly managed, which is often the case. Paying for talented people may make little sense for organisations that cannot harness or capture and share what they do differently. Talent needs to be relevant to what an organisation is seeking to do and critical success factors for excelling in key roles, and what top performers do differently in these areas captured and shared.

Evaluations of performance management need to consider all the objectives that are beneficially impacted.

One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as talent management and adopt quick, focused, cost effective alternatives that generate large returns on investment, and quickly deliver multiple benefits for people and organisations. Performance support can enable average performers wherever they may be to excel at difficult jobs.

A wider range of people can be helped to do difficult jobs.

The paper summarises the main findings of an investigation that has identified deficiencies of contemporary approaches to talent management, identifies an approach which if strategically adopted can enable relevant talent in terms of how to excel at key roles to be developed as and when required, and sets out the benefits of Talent Management 2, of which performance support is a central element.

In some respects traditional leadership is not working. The aim of this two‐part paper is to summarise key findings of a five year investigation into quicker and more affordable routes to creating high performance organisations. It identifies some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This first part introduces “new leadership” and performance support.

A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

“New leadership” is less about “top‐down” leading and more about providing “bottom‐up” support, particularly of those who contribute to key corporate objectives. It requires a different balance and focus in a number of areas and can be facilitated by the strategic adoption of performance support which can deliver multiple benefits and offers a quicker and more affordable route to the high performance organisation.

Further investigation is required of the implications of the findings for people and organisations.

A cheaper and more cost‐effective alternative to expensive, lengthy and disruptive change and transformation programmes has been demonstrated which can deliver essential elements of “new leadership”, boost performance, cut costs, reduce risks and stress, ensure compliance and generate high returns on investment. Despite its advantages the more widespread adoption of “new leadership” and performance support might require a re‐energising of corporate boards.

There is potential for making difficult jobs easier and less stressful for many people.

The paper summarises the main findings of an investigation that has identified a requirement for “new leadership” and an approach which if strategically adopted can facilitate its introduction. Important aspects of the shift of emphasis and focus required by “new leadership” are identified, along with the central contribution that performance support can make to its beneficial adoption.

The purpose of this paper is to discuss the importance of integrity in the boardroom.

This viewpoint draws on a keynote speech delivered to the 2013 World Congress on Leadership and the Quality of Governance.

Directors have onerous duties and responsibilities. They can do great good or cause significant harm.

The paper shows that nomination committees should be looking for strategic awareness, objectivity, stakeholder focus, communications skills and other directorial competences.

The past few decades has seen the proliferation of “family-friendly” policies incorporated into the workplace to promote the recruitment and retention of women for whom time to take care of families and elders has been primary. Despite the increase of women in high-level professions, many organizations have cultures that still do not support work-life integration. We propose a paradigmatic shift from family-friendly policy development and solutions focused on compliance transactions – to what we call “strategic organizational development and transformational change.” We take the argument one step further and suggest three powerful organization intervention strategies to build the culture's capacity to accomplish the business strategy, while weaving work-life integration into the DNA of the 24/7 culture.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

The aim of the study is to determine the prevalence of absenteeism and presenteeism and explore their association with work performance among support workers in a medical school hospital in Thailand.

A cross-sectional study was conducted among 1,102 support workers in the Faculty of Medicine Ramathibodi Hospital, Mahidol University, in June–August 2020. The World Health Organization Health and Work Performance Questionnaire (HPQ) was used to assess absenteeism, presenteeism, work performance and related factors. Multiple logistic regression was used to examine the association between current work performance and absenteeism and presenteeism in the past year.

A total of 505 (45.8%) support workers completed the self-report questionnaire. Prevalence of sickness absence, non-sickness absence and presenteeism in the past year was 54.2%, 81.4% and 48.1%, respectively. Sickness absence and presenteeism in the past year were significantly associated with increased odds of poor work performance: (OR 3.05, 95% CI: 1.24–7.49) and (OR 5.12, 95% CI: 2.25–11.64), respectively. Support workers with high levels of stress and burnout were 3.89 (95% CI: 1.56–9.68) and 2.66 (95% CI: 1.50–4.72) times more likely to report poor work performance.

Sickness absence and presenteeism are associated with poor work performance in hospital support workers. Other factors such as stress and burnout also contribute to poor work performance, and interaction among these factors needs further research. To improve productivity, hospital administrators might consider intervention programs to enhance work performance among workers with sickness absence and presenteeism.