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Andrew Mayo, director of Mayo Learning International, explains how using a cause and effect analysis system will help determine how HR’s agenda should be set in order to directly support key strategic outcomes.

The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective.

The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture.

The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible.

This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics.

This paper is based mostly on the writing, models and experience of the author.

The purpose of this paper is to examine the components that drive employee engagement and show how important it is to understand the individualism of motivation as against generic assumptions.

This paper defines employee engagement and takes four drivers that influence it in turn. These are analysed and discussed, particularly as to the individualistic elements of them. Two approaches to understanding individual goals and priorities are illustrated.

There are four drivers of engagement, namely, the absence of dissatisfaction or irritation factors, intrinsic motivation (inner driven) and extrinsic motivation (external stimulation) and personal well-being. Each of these have highly individualistic elements, and models based on a generic human condition do not work effectively. Two instruments for understanding this individualism are illustrated, one based on goal theory and another based on the psychological contract.

Many motivational efforts fail because of an assumed commonality in what motivates people. The reality is that different personalities and different personal goals and values require individual approaches. Successful engagement demands that leader/managers make it a priority to understand each one of their people in these terms.

This paper is based mostly on the writing, models and experience of the author.

The purpose of this paper is to examine the aspiration of Human Resources (HR) professionals to “be at the top table”; what that means; and how such professionals can become highly valued members of business teams.

The paper discusses what is meant by “top table” and the ambitions of HR professionals to be there. It looks at the prevalence of HR in top teams; how professionals are prepared for senior roles; and it provides a model for effective top team membership.

The paper discusses the statistics of HR directors in top teams and concludes it should be no surprise that HR is not frequently represented on main boards. It makes the case nevertheless for HR to be on executive teams and finds about two-thirds of major companies recognise this. This paper describes a model of three key functional roles for the top team member and analyses the contributions that can be made.

The practical applications relate to the development of HR professionals and to the expectations that team leaders – such as Chief Executive Officers – should have from the HR team member.

This paper is based mostly on the writing, models and experience of the author but draws on relevant research papers.

The purpose of this paper is to clearly define the concept of engagement and distinguish it from other descriptions of positive employee well-being. It then discusses how to measure this concept objectively and reliably.

The paper looks at the distinctive meaning of the term “engagement” and expresses concern that the term has been diluted with its popularity. It analyses the drivers of true engagement and then looks at how the evidence of the reality can be measured and the drivers themselves. It concludes with a brief summary of the link between engagement and performance.

Some key conclusions in the paper are that engagement should not be confused with measures of satisfaction; that a clear distinction should be made between the evidence and reality of engagement and the drivers that cause it; that both should be measured and much more frequently than the typical annual opinion survey; that off-the-shelf surveys should be validated against the specific employees we are surveying and added to if necessary; and that the link between true engagement and improved performance is solidly established.

This paper is based partly on engagement literature and partly on models and experience of the author. It critiques a number of current practices.

The desire to be more professional in the area of measurement is a growing interest for today’s HR function. The almost universal desire of the HR function for stronger business partnership is a stimulus to be more “business‐like” ‐ and that must include a more numeric approach to HR management.