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This article's aim is to demonstrate the pertinence and success of Michelin's worldwide talent and career management model, the purpose of which is to allow all employees to realise their full potential, or “become what they are”.

The article is an inside account of principles, career management methods, development programmes and measurement tools by two former international career managers with Michelin – one English, one French – responsible for policy design and application, career development for senior management, and identification and development of tomorrow's leaders worldwide. A comparative table demonstrates the stark differences between a “become what you are” and a “do what you know” approach.

In a corporate culture based on respect for people, successful development of employee potential requires a three‐way partnership between employee, line manager and an independent career manager who is ultimately responsible for appointments. Managers do not own their people and individual development takes precedence over short‐term operational needs. The model results in cohesiveness, loyalty and business success.

This is a case study of one career management model as related by two seasoned professionals responsible for making it work worldwide.

The model can be applied in any national culture and across organisational barriers or “silos”. It is transferable wholly or partially to other organisations, both private and public.

The result is an improved working atmosphere where employees are generally content to get on with the job and let someone else, calmly and impartially, plan their futures. This person is known, is independent from line management, and has the authority to act.

This is not a new theory, but a view from within of a highly successful career management model that has stood the test of time and can be applied universally.

The quote above was taken from the actor Brendan Gleeson, who struck a chord with Irish people in his outburst about the lack of care shown to the old and vulnerable during the years preceding the economic downturn in 2008. In the Irish case, it has always been the marginalised and poorest who have suffered at the hands of the pride and greed of the ruling elite. This chapter will establish an understanding of the ideologically driven and often tragic economic planning undertaken in the Irish state since Independence in 1922. The chapter will outline the problems associated with political elites which then became manifest in the socio-economic life of the country. These problems were political, but also cultural, and shaped the difficulties that have befallen the Irish state in almost every decade of its history.

OUR publication date precludes more than the beginning of our study on the Library Association Conference which, from the point of view of numbers, has been one of the largest. We shall continue in our next issue such comment upon it as the importance of the subjects under discussion would seem to warrant.

The Duke of Edinburgh in his preface to this book says “Alan Cobham … took part in the most radical and far‐reaching engineering revolution that the world has ever seen …” and if that is the only reason for bringing it to the attention of the readers of AIRCRAFT ENGINEERING, it is a good and valid reason for doing so. But it is more than that: this is a book that must take its place in aviation history. Although I actually witnessed Alan Cobham's touchdown on the Thames in 1926 and was very much aware of his activities with the National Aviation Day Campaign from 1931 to 1935, I was not aware how he so greatly influenced the growth of civil aviation and it was not until I read some opinions from Sir Robert Hardingham, to whom I wrote asking for his commentary on the book and Sir Alan, that I appreciated his attitude towards work especially, and that he had such a meteoric career.

Reports the results of a task force of directors of HR who, in 1991, teamed up to examine the competencies required for developing companies in the Single European Market. Looks at the different stages of development and the problems encountered. Concludes that management′s responsibility in developing competencies is critical.

The conference and exhibition got off to a good start with an official reception by the Mayor of Bournemouth on Tuesday evening where attendees could relax and chat—a pleasant way to meet old friends and to make new acquaintances.

This research explored the storytelling (collection, curation and use) in the Cabrach, a remote Scottish glen. This study aims to capture the methodological process of storytelling and curation of heritage knowledge through the lens of the Cabrach's whisky distilling history, a central part of the area's cultural heritage, tangible and intangible. This research was conceptualised as “telling the story of telling the story of the Cabrach”. It was concerned with how the history, heritage, historiography and testimony associated with the parish could be harvested, made sense of and subsequently used.

The study was epistemological in nature and the research was concerned with how heritage knowledge is gathered, curated and understood. It was built around the collection of knowledge through expert testimony from Colin Mackenzie and Alan Winchester, who have extensively researched aspects of life in the Cabrach. This was done using a series of theme-based but free-flowing conversational workshop involving participants and research team. Issues of trust and authority in the research team were crucial. Data were recorded, transcribed and coded. A conceptual model for heritage storytelling in the Cabrach was developed together with a transferable version for other contexts.

The research was conceived around identifying the stories of the Cabrach and grouping them into cohesive narrative themes focused on the most important aspect of the glen's history (the development of malt whisky distilling). The research showed how all crucial narratives associated with the Cabrach were interconnected with that malt whisky story. It was concerned with identifying broad thematic narratives rather than the specific detailed stories themselves, but also from a methodological perspective how stories around those themes could be collected, curated and used. It presents the outcome of “expert testimony” oral history conversations and presents a conceptual model for the curation of heritage knowledge.

This paper reports on research which focuses on the confluence of those issues of heritage-led regeneration, intangible cultural heritage, as well as how stories of and from, about and for, a distinctive community in North-East Scotland can be collected, curated and displayed. It presents methodological conceptualisations as well as focused areas of results which can be used to create a strong and inclusive narrative to encapsulate the durable sense of place and support the revival of an economically viable and sustainable community.

This conceptual model offers a framework with universal elements (Place, People, Perception) alongside a strong core narrative of storytelling. That core element may vary but the outer elements remain the same, with people and place being omnipresent and the need to build an emotional or visceral connection with visitors being crucial, beyond “telling stories” which might be regarded as parochial or narrowly focused. The model informs how communities and heritage organisations tell their stories in an authentic and proportionate manner. This can help shape and explain cultures and identities and support visitors' understanding of, and connection with, places they visit and experience.

The originality lies in two principal areas, the exploration of the narratives of a singularly distinctive community – the Cabrach – which plays a disproportionately significant role in the development of malt whisky distilling in Scotland; and also in terms of the methodological approach to the collection and curation of heritage storytelling, drawing not on first-hand accounts as in conventional oral history approaches but through the expert testimony of two historical and ethnographic researchers. The value is demonstrating the creation of a conceptual model which can be transferred to other contexts.

It's been three years since my previous survey in RSR. Superb reference books in pop music have been appearing so frequently that I've been having trouble keeping up. Let's hope “next year's” survey will only be 12 months in the making and not 36.

The experimental parliamentary subsidy on knights' fees and freehold incomes from lands and rents of 1431 was the only English direct lay tax of the Middle Ages which broke down. As such, this subsidy has a clear historiographical significance, yet previous scholars have tended to overlook it on the grounds that parliament's annulment act of 1432 mandated the destruction of all fiscal administrative evidence. Many county assessments from 1431–1432 do, however, survive and are examined for the first time in this article as part of a detailed assessment of the fiscal and administrative context of the knights' fees and incomes tax. This impost constituted a royal response to excess expenditures associated with Henry VI's “Coronation Expedition” of 1429–1431, the scale of which marked a decisive break from the fiscal-military strategy of the 1420s. Widespread confusion regarding whether taxpayers ought to pay the feudal or the non-feudal component of the 1431 subsidy characterized its botched administration. Industrial scale under-assessment, moreover, emerged as a serious problem. Officials' attempts to provide a measure of fiscal compensation by unlawfully double-assessing many taxpayers served to increase administrative confusion and resulted in parliament's annulment act of 1432. This had serious consequences for the crown's finances, since the regime was saddled with budgetary and debt problems which would ultimately undermine the solvency of the Lancastrian state.

The University of Houston Libraries are developing an expert system to assist library users in selecting appropriate indexes and abstracts to meet their information needs. This project, which is being conducted by the Intelligent Reference Systems Committee, is the first step in a broader plan to develop reference expert systems.