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This study aims to scope the profile and application of an advanced clinical practitioner (ACP) roles in primary care in the North of England and how these roles meet the requirements of Health Education England's (HEE’s) ACP workforce capability framework.

A two-stage design was used. Stage 1 analysed health and social care workforce intelligence reports to inform scoping of numbers of ACPs working in primary care. Stage 2 used two surveys. Survey 1 targeted ACP leads and collected strategic-level data about ACP application. Survey 2 targeted staff who perceived themselves to be working as ACPs. Survey 2 was in three parts. Part 1 collected demographic data. Part 2 required participants to record their perceived competence against each of the HEE ACP framework capability criteria. Part 3 required respondents to identify facilitators and barriers to ACP practice.

Despite the introduction of HEE's ACP capability framework, there is inconsistency and confusion about the ACP role. The results indicated a need for standardisation of role definition and educational and practice requirements. The results also suggested that some ACPs are not working to their full potential, while some staff who are employed as “gap-fillers” to provide routine clinical services perceive themselves as ACPs despite not working at the ACP level.

Although previous research has explored the application of ACP practice in primary care, few studies have considered ACP application in the light of the introduction of workforce capability frameworks aimed at standardising ACP practice.

The purpose of this paper is to ascertain primary care advanced clinical practitioners’ (ACP) perceptions and experiences of what factors influence the development and identity of ACP roles, and how development of ACP roles that align with Health Education England’s capability framework for advanced clinical practice can be facilitated in primary care.

The study was located in the North of England. A qualitative approach was used in which 22 staff working in primary care who perceived themselves to be working as ACPs were interviewed. Data analysis was guided by Braun and Clarke’s (2006) six phase method.

Five themes emerged from the data – the need for: a standardised role definition and inclusive localised registration; access to/availability of quality accredited educational programmes relevant to primary care and professional development opportunities at the appropriate level; access to/availability of support and supervision for ACPs and trainee ACPs; a supportive organisational infrastructure and culture; and a clear career pathway.

Findings have led to the generation of the Whole System Workforce Framework of INfluencing FACTors (IN FACT), which lays out the issues that need to be addressed if ACP capability is to be maximised in primary care. This paper offers suggestions about how IN FACT can be addressed.

The purpose of this paper is to demonstrate the benefits of cooking one-to-one, alongside commensality (eating together) for improving offenders’/ex-offenders’ health and well-being, measured in terms of improved social skills, cultural competencies and successful resettlement.

Fieldwork conducted over nine months included; participant observation of lunch times (n=56) and cooking one-to-one with trainees (n=27), semi-structured interviews (n=23) and a “photo-dialogue” focus group with trainees (n=5) and staff (n=2).

Commensality is beneficial for offenders’ health and well-being. Further, preparing, cooking, serving and sharing food is a powerful means of improving self-esteem and developing a pro-social identity.

The original focus of the research was commensality; it was during the study that the potential for cooking as an additional tool for health and well-being emerged. A future longitudinal intervention would be beneficial to examine whether the men continued to cook for others once released from prison and/or finished at the resettlement scheme.

Everyday cooking to share with others is an invaluable tool for improving self-worth. It has the potential to build pro-social self-concepts and improve human, social and cultural capital.

Cooking lunch for others is a part of strengths-based approach to resettlement that values community involvement.

Cooking and eating with offenders/ex-offenders is highly unusual. Further hands-on cooking/eating activities are beneficial in terms of aiding self-confidence and self-respect, which are vital for improving offenders’/ex-offenders’ health and well-being.

The purpose of this paper is to answer two research questions: How does a self-initiated migrant (SiM)'s talent identity work operate in relation to their culture, the societies in which they live, their interpersonal relationships and their tacit knowledge development? and how can global talent management be re-imagined in light of this?

This co-constructed autoethnography is produced from reflexive, dyadic interviews and text “conversations” with an SiM doing “global talent identity work” and uses narrative analysis to investigate how liminal competence is developed across the life cycle.

This study shows how talent identity work is rooted in the lived, meaningful experiences of individual talent, from childhood to adult life in a pandemic. The authors add to knowledge about COVID-19 experiences of SiMs, uncover poignant examples of the role of migrant ethnic and knowledge discrimination and identify lessons for managerial practice in engendering liminality competence by combining global talent management and knowledge management.

Lessons are drawn for global talent management strategies that appreciate and support individual talent ethnic and knowledge inclusion of underappreciated migrant talent.

Examining the connection between talent identity work and liminality competence, the authors show how an individual's talent might be wasted through different forms of discrimination and highlight how ethnic discrimination during a pandemic points the way to positive changes in talent knowledge management initiatives. This study suggests ways in which ethnic and knowledge discrimination might be addressed through talent management strategies.

The paper aims to give a presentation of a rich dataset to illuminate graduate students' rating of their satisfaction with library collections and services.

The study is a qualitative investigation based on focus groups.

The paper finds that, although rich detail is provided, the study is part way through and data need more analysis for trends to emerge.

The study is a research project which is ongoing.

Rich data collected are indicating areas for improvement in service, which will be synthesized as the research progresses.

It is rare for data of this richness to be offered to readers. It will help others by confirming or illuminating their own investigations.

This paper describes a customer service initiative in a global telecommunications cooperative, the accepted industry leader in technical quality. Not only are the customers multicultural, but the staff is diverse as well. As opposed to the traditional top‐down approach, the INTELSAT initiative originated with middle management. Two groups were formed, each charged with improving a complex, multifunctional ordering process associated with about 50 per cent of revenues. As the groups progressed, each had its own issues, successes, and problems. Although the groups differed considerably in composition, both achieved success, as measured by customer feedback and internal metrics. A final section covers conclusions and recommendations.

This paper aims to describe the benefits of delivering a strategically driven women's network that encourages a pipeline of female talent.

A case study illustrates a strategy for employee engagement with talent development and retention.

The paper presents practical case study evidence that links a strategic company affinity network and its commitment to developing high potential women.

The paper outlines in practical terms how a diverse talent strategy can be developed that is fundamentally based deep in the business strategy. It demonstrates several practical approaches that companies can take to align the objectives of their women's networks with their HR talent strategy.

This paper aims to contribute to the understanding of the knowledge that Beer's viable system model helps when applied to the study of change processes in organisations.

This paper develops a case study constructed on interviews and shared reflections by the author and a key player in the company. Aspects of the case study are then seen with an epistemological lens.

While it is apparent that ideas, purposes, values or policies depend on resources to happen, this paper argues that it is necessary their embodying in effective relations to succeed creating and producing desirable meanings.

Some forms of embodiment are more effective than others. The viable system model offers embodiment criteria to increase the chances of a successful production of ideas, purposes, values and policies, and the case study shows that for this purpose a limitation is transforming long‐established relationships.

This paper uses a particular and unique situation to illustrate through the viable system model some of the general difficulties that organisations face in achieving desirable transformations.

This paper aims to explain that Elior UK, a contract caterer with the lowest staff turnover in the industry, has been named one of the best big companies to work for in the UK by workplace specialists Best Companies.

It examines the reasons for the award, concentrating on the eXperience training program that helps to deliver service excellence.

The paper describes the reasons for the program, the form it takes and the results it has helped Elior to achieve. It highlights the role of the company's service champions in delivering the training.

The paper reveals that customers get delight, pleasure and service with a smile; clients get the reassurance that the whole experience reflects their ethos, high standards and care for the people that matter to them; staff get careers in an organization that recognizes their importance to the business and supports them; and suppliers get to work closely with an organization that celebrates great food and drink and supports their contribution to sustainability and local sourcing.

It highlights how service‐industry jobs – often marked by poor working conditions and high employee turnover – can be transformed into attractive careers for the long term.

The paper gives the inside story of a training program that is transforming customer service and bringing significant commercial benefits into the bargain.