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This paper aims to look at the “core” ingredients of successful people management and the areas that are critical to success.

The paper argues that organizations can be stripped back to the essentials of “what” (the purpose), “how” (the understanding of how the goal will be accomplished) and “do” (carrying out the activity to deliver the goal).

The paper contends that making sure everyone knows and understands what is expected in order to deliver can be used as a means to help, guide, reward, recognize or redirect members of the team.

The paper urges managers to help employees to set their own goals. It considers the psychological contract between employer and employee – a usually unwritten and unspoken deal which, on the employee's side, is concerned with expectations about security, development, support and so on, and on the employer's side is about flexibility, loyalty, adherence to company norms and so on.

The paper underlines the importance of work being challenging and stimulating.

The paper advances the view that clarity of purpose, engagement, reward and recognition are key elements in achieving success through people.

Assesses current views on the validity of benchmarking. Outlines the creation of the European Foundation for Quality Management and the European Quality Award. Finds that there is a growing realization that the promotion of successful companies and the sharing of information is mutually beneficial.