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This article aims to set out the best strategies to understand the employee life cycle and how to employ tactics to keep top talent within an organisation.

This feature explores desktop data and industry research.

This feature demonstrates how an employee’s life cycle can be extended in the workplace and explains the link between the employee value proposition and the employee life cycle to create successful onboarding strategies.

This article also looks at how millennials will stay longer in an organisation that has strong environmental policies.

This feature offers fantastic insight into an issue that is currently costing the country millions.

The purpose of this paper is to set out to discuss the best strategies to engage millennial employees in the workplace.

The feature explores desktop data, theories of psychology, social data and industry research.

The feature explains that via a flat structure approach, and an “experience-led” culture, with team working and connectivity, millennials can be very successfully engaged in the workforce.

The feature offers a fascinating insight into how generations have evolved in the workplace and how social and economic conditions have effected an employee’s motivation over the years.

The purpose of this paper is to focus on cultural change and how to boost employee engagement for employees in the arts.

The research consisted of employee surveys, focus groups as well as in depth evaluation and analysis with the senior management team to bring about cultural change in the organisation.

The results were extremely impressive with 91% of all employees agreeing that they understand the organisation's culture and values and would recommend the ENO as a place to work.

The ENO is an internationally renowned centre for live performance. This work demonstrates how an organisation can bring people together from a vast range of backgrounds, skillsets to become a cohesive and highly engaged team.

This paper seeks to address the role and impact of employee engagement within an organization undergoing cultural transformation, addressing the issues of monitoring and increasing levels of staff engagement over time.

The paper draws on in‐depth employee engagement surveys over a five year period as part of a case study to illustrate how HR drives and monitors change through employee engagement.

This paper follows a company through enormous organizational change, firstly towards a high performance culture and then to a culture of empowerment. The role of engagement and monitoring processes are highlighted as part of the transition.

The case study does not offer a true multinational case study as only a small proportion of employees are based overseas.

This paper illustrates how an international organization can deliver organizational change and build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

This paper seeks to address the role and impact of employee engagement within an organization that has undergone major change. It looks at the issues of how to monitor and increase levels of staff engagement over time to deliver business results.

It draws on six-monthly employee engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement.

This paper follows a company through economic uncertainty to major organizational change and examines how the role of engagement and monitoring can drive business success.

The case study only looks at the issues over an 18 month time period.

This paper illustrates how an HR department can build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

Examines the role and impact of employee engagement in an organization that has undergone major change. Looks at how to monitor and increase levels of staff engagement over time to deliver business results.

Draws on six-monthly employee-engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement.

Follows Jupiter Hotels through a period of major change and reveals how employee surveys helped the firm to keep its employees motivated and engaged.

Looks at how a major employer in the hospitality sector coped with organizational change during an economic downturn.

Offers best-practice material for HR managers.

The role of discipline in achieving higher academic and workplace performance is receiving increasing attention; however, research into student discipline has historically centred on schools. The purpose of this paper is to explore how university students from multiple faculties and at different stages of academic progression understand discipline in higher education, with the aim to investigate how graduates could become more disciplined and more work ready.

This study adopted a qualitative exploratory approach. Semi-structured interviews were conducted with university students and analysed using thematic analysis.

The students viewed discipline as internally driven as opposed to being enforced externally, which is often the case in schools. Five main themes were identified as discipline dimensions: “focus”, “intention”, “responsibility”, “structure” and “time” (F.I.R.S.T.).

A new concept of discipline is presented, underpinned by a conceptual framework comprised of self-determination, goal-setting, self-efficacy, self-regulation and time management principles. A “Threshold Concept of Discipline”, a hierarchical four-layered concept that develops over time for every individual with the ultimate level being “Creative Discipline”, is proposed. These findings illuminate learning strategies that higher education institutions can use to further enhance learning and increase the work readiness of their graduates. Such strategies can empower students who aspire to perform at a higher level and to become true professionals.