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The application of the systemic approach in working with people with learning disabilities, their families and their support systems has grown over the last decade in the UK. The way in which the family, support systems and wider contexts interact with each other may affect how the person with learning disabilities presents for help to services, and will also affect engagement, expectations and possible solutions to crises. If the relationship in focus is the person's behaviour in a family setting, family therapy may be useful to explore relational difficulties within the family. This article considers the issues that might benefit from using this model, explains how to include the adult with learning disabilities in the process, and summarises the evidence of its effectiveness.

The purpose of this paper is to consider the managerial and developmental concept of talent management in the context of the specific characteristics of the weak labour market attributes of the hospitality and tourism sector in developed countries.

The paper explores these characteristics and analyses talent management scenarios within which businesses can operate, concluding that an inclusive and developmental approach, focusing on talent identification and acknowledgement, is probably the most effective within this sector.

This paper proposes a new interpretation of the concept of talent management in the context of hospitality and tourism that is both inclusive and developmental.

It will be of value to practitioners in helping them to evaluate their recruitment, retention and development practices. It will also be of value to researchers in providing the basis for further study and reflection in this area.

This is the first paper of its kind to apply the concept of talent management to the specific labour market conditions which pertain in hospitality and tourism.

Evaluating a family therapy service for adults with learning disabilities and their families presents a challenge to clinicians. To begin this process we focused on collecting data from the first and last sessions, by using our own tools developed to assess whether goals identified at the beginning of therapy had been achieved at the end. Routine information was also collected from the nine families seen by the team, including number of sessions, duration of interventions, major themes and models of intervention used. The results suggest that the evaluation tools were being used consistently by the different raters. Socio‐demographic data and details of interventions of all families seen are also summarised. Although we are still in the early stages of assessing whether the service we provide is effective, some encouraging results are evident, enabling us to continue to refine our methods of evaluation.

Women with learning disabilities are at high risk of losing their children, yet their experience of this process remains under‐investigated. This study looks at the experiences of eight mothers with learning disabilities who lose custody of their children. In‐depth, semi‐structured interviews were conducted to explore their experiences. Findings suggest that concern about the women's parenting tend to be raised by other people, rather than the women themselves. Many of the women appeared not to understand the process of their children's removal, and said that they felt bullied and victimised by it. All blamed their violent partner or the social workers for what had happened, while some blamed their ‘learning disabilities’. All commented that they had received inadequate support from both services and their families before and after their children were removed. All described intense feelings of loss. The psychological impact seemed to reinforce their feelings of powerlessness and brought the salience of their learning disabilities into focus. Service and clinical implications are addressed.

This paper seeks to explore the range of research that has been published in the field of hospitality management development and discuss the implications of findings for the field of talent management.

The paper provides a literature review into factors influencing and components of management development. It encompasses literature that addresses management learning, management development and career progression as these are seen to impact on talent management. Secondary research into articles published under the broad heading of “management development in the hospitality industry” in management, hospitality and tourism journals from 2000‐2007 was conducted. After this initial trawl the author themed these into categories to aid presentation and discussion of findings.

There are four key areas which emerge from this review. First, there is research which focuses on factors which influence management development; second, there is a focus on hospitality management skills and competencies; third, there is work on hospitality careers; and finally, there is work on hospitality management development practices.

The paper highlights the relationship between characteristics and approaches traditionally associated with management development to those that can now be seen to fall within the rubric of talent management. The paper concludes with the presentation of a framework to articulate key characteristics and influences on management development and talent management in the hospitality industry.

The purpose of this study is to explore the development and implementation of diversity, equity and inclusion (DEI) practices in hospitality and tourism organizations through the lens of structuration theory.

This study deployed a three-stage Delphi technique involving DEI experts in hospitality and tourism organizations to build a consensus. Specifically, individual agency, development and implementation of DEI practices and best DEI practices were explored through the Delphi technique.

The findings of this study feature a framework for DEI practices and the intersection between individual agency and organizational structure. The results of this study further showcase the theoretical importance of structuration theory in understanding how organizations develop and implement DEI practices.

This study reveals unique perspectives on DEI within hospitality and tourism organizations, pointing to the imperative need for leadership in initiating, developing and implementing change. This study also extends previous research by highlighting how DEI practices are initiated, developed and implemented through individual agency and organizational structure.