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The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its practical implications.

This paper examines a single public sector case study in the hospitality industry, a National Health Service conference centre. This case is part of a larger study in which qualitative and quantitative data were collected in six public and private sector workplaces in Scotland.

The findings emphasise the key role of leaders as change agents, and in promoting sustainability and encouraging workplace low-carbon behaviours. The findings demonstrate that an inclusive approach to talent development can play a key role in creating a pro-environmental culture and can significantly contribute to the long-term environmental sustainability of organisations.

The scale of the research is limited to one public sector case study and restricted to the Scottish hospitality industry. Extending the research to multiple case studies in both the public and private sector in Scotland would be useful.

This paper makes recommendations about the role of line managers, blended learning strategies, organisational culture and employee participation in supporting workplace learning for sustainability.

This paper examines the role of strategic talent development in supporting environmental sustainability in the hospitality industry and provides unique insight for both academics and practitioners into a single public sector case study.

The purpose of this study is to gain insight into the degree apprenticeship labour market and employers' strategies for apprenticeship recruitment using job advertisement data. Specifically, this study identifies the skills, attributes, experience and qualifications that employers look for in IT apprentices. The study also identifies the salaries and responsibilities of apprentices and considers the alignment between the advertised jobs and apprenticeship definitions.

Degree apprenticeship job adverts (n = 290) were collected from the official websites used by employers in England and Scotland to advertise apprenticeship roles, between March 2019 and March 2020. Data was analysed using content analysis to systematically elicit salaries, candidate requirements in terms of skills, qualifications and experience and specific job details from these adverts.

A wide variation in advertised salary was found. Entry routes were similar to the traditional high school qualifications (A-levels or Highers) sought by universities. The skills and attributes being sought at recruitment were the same skills that employers were seeking in graduates and the same skills that the apprenticeships were designed to develop. Most adverts focused on the training that the apprentices would be receiving, rather than work tasks, which were rarely specified.

This is the first study of how apprenticeship roles are advertised to potential candidates and thus contributes to ongoing research into this new work/degree-level education model. By analysing job adverts we share insights into how employers position apprenticeships to attract candidates.

The partnership which underpins degree apprenticeships is a tripartite collaboration between apprentices, employers and universities. This study aims to investigate the lived experiences and reflections of the apprentices at the centre, to inform effective collaboration.

A qualitative, longitudinal study, spanning four years, in which 13 apprentices studying apprenticeship degrees at a Scottish University were interviewed in their first and final years about their experiences of the apprenticeship (26 interviews). Data was analysed via a framework matrix, which focussed on the collaborations between the apprentice, employer and university, also surfacing changes between the apprentices’ first and final year.

The tripartite collaboration is not only logistical but also, like learning, social. Apprentices require interest and support from their employers and colleagues to promote meaningful integration between their work and studies. Further, collaboration between apprentices extends from peer support into meaningful friendships and feeds into their work, as well as their studies. The university plays a key role in facilitating these essential connections.

Apprenticeships can be highly effective in upskilling the workforce and sharing knowledge and skills between academia and the workplace in both directions, while specifically enabling workers to gain degree qualifications relevant to their roles. Recommendations for future work practices, including collaborations, are made.

While the tripartite collaboration has been discussed theoretically in the literature, to the best of the authors’ knowledge, this is the first longitudinal investigation based on the lived experience of cohorts of apprentices, from the start of their degree to the final six months.

The purpose of this paper is to profile the WHATT theme issue “Is talent management a strategic priority in the hospitality sector?” with reference to the experiences of the theme editor and writing team.

This paper uses structured questions to enable the theme editor to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process.

It identifies five re-occurring themes as being particularly relevant to hospitality organizations when considering a strategic approach to talent management. They are the role of line managers in employee development and well-being; talent management being used as a lever for culture change; the importance of contextualizing approaches to talent management; the need for new and innovative ways of working to achieve a strategic approach to talent management; and barriers to development of a strategic approach caused by economic and day-to-day operational pressures.

The theme issue outcomes provide lines of enquiry for others to explore and reinforce the value of WHATT’s approach to collaborative working and writing.

The collaborative work reported in this theme issue offers fresh insights on the current practice and future priorities for talent management in an industry that struggles to attract and retain employees.

Leaders emerge from some very unlikely situations. They come in all ages, sizes, shapes, and from both genders. In this paper we discuss the relationship between the theoretic and practical applications evidenced by the Institute for Community Leadership’s (ICL) efforts to prepare people for civic leadership. We present background information about ICL including the Institute’s purposes and goals, an examination of its past achievements, current activities, and future projections, and we conclude with a discussion of “conditions for success in collaborative public ventures” (Hackman & Johnson, 2009, p. 293) as it relates to the Institute’s efforts to prepare people for community leadership.

The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches.

Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al. (2009) in terms of the changing nature of the workplace between 2000 and 2008, were used to provide new data on HRD realities.

Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in strategic role supporting sustainable business objectives.

Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post-GFC constraints placed upon HRD strategies. It further identifies whether alternative development approaches, mediated by organisational learning capabilities, might emancipate UK HRD.

This paper engenders a debate around the status of HRD within the UK organisations, further to the global financial crisis (GFC), where HRD might be viewed as at a juncture to argue a need for a shift from a financialised mode for people management towards one of greater people focus.

This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.