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The experiences and challenges encountered by Travellers especially in education is something that I am truly passionate about and want to give others a better insight into. Irish Travellers are defined by the Irish Traveller Movement as a historically recognised minority within Irish society. The group is distinct because of a strong history of sharing an identity, a language and a set of values (Irish Traveller Movement, 2019). In Ireland, there are approximately 31,000 Travellers (Central Statistics Office, 2023). Irish Travellers are a minority ethnic group that experiences discrimination and marginalisation in society (Boyle et al., 2020). According to a large body of evidence, Travellers stand out as a population that is disproportionately disadvantaged in terms of work, housing, health and education (Baker, 2021). One aspect of Irish Travellers' inequality is their educational disadvantage. The hope is for this chapter to make others more knowledgeable on these types of areas so that it can lead to more positive outcomes for Travellers.

The workforce management model conceptualised for the effective management of the construction workforce was subjected to expert scrutiny to determine the suitability and applicability of the identified practices and their attributed variables to the construction industry. In achieving this, a Delphi approach was adopted using experts from construction organisations in South Africa. These experts comprised workforce management personnel and construction professionals in senior management positions. The data were analysed using appropriate statistical tools such as interquartile deviation, Kendell’s coefficient of concordance, and chi square to determine consensus among these experts. After a two-round Delphi, the seven constructs proposed in the conceptualised workforce management model were adjudged to be important and worthy of adoption by construction organisations seeking to improve workforce management in the current fourth industrial revolution era.

In this chapter, we discuss talent development in the context of higher education. After discussing the advantages and disadvantages of inclusive and exclusive approaches to talent development, we present empirical data that detail how the participants of a focus group study perceive talent development in higher education. Our data show the importance of a contextualized reading of talent development as the competitive context in academia hinders an inclusive focus on talent development. This context results in a performance-centred, instead of a development-centred approach to talent management, where outperforming others in narrowly defined areas (e.g. publication record) is the main goal. We show that in such a context the development of competitive talent is rewarded, and the development of communal talent is not. The focus on performance instead of (inclusive) development becomes more pronounced when employees move through their career and is believed to have several negative consequences. Mostly women perceived that such a non-inclusive approach to talent development hinders the development and deployment of their talents and obstructs their career progression.