Key Issues

• You need real people managers, not just executives with ˜manager' on their business card.

• Create people managers whose job is to make sure the ˜techies' in your business get their needs and expectations fully met.

• Expect to hire teams of talent, not just individuals. This is a trend just getting underway again.

• Talent agents (currently masquerading as interim management operators) are beginning to develop, and business loves them as they give huge flexibility.

• Expect to share talent with other firms, particularly joint- ventures and alliances.

• A need to be able to manage people not on your direct payroll will call for negotiation and persuasion skills.

• The need for an over-50 strategy, to make best use of this generation and make sure they don't block the pipeline for upcoming talent.

• A need for a diversity plan to get new people with new skills into the business.

• The need to create the ˜cosy' workplace where employees feel they do contribute and are not just part of a huge corporate machine.

• Be ready for unknown competitors as job responsibilities merge and technology makes every business global.

• Appoint a talent officer to care about finding the best outside AND inside your business.

• Learn how to ˜sell' these emerging people issues to the CEO and top management.

• Get help from outside to confirm what's happening and get the CEO's attention.

• Work at getting the top managers from around the firm ˜on-side' to the workplace revolution.