In the first article, Duncan Brown, Head of HR Consulting at the Institute for Employment Studies, argued that behind the market-convoy-following rhetoric of HR reward and talent management strategies, rhetoric supposedly aimed at securing the levels of employee engagement required for high organisation performance, HR policies and resources have pandered to a “talented” elite of high performing employees leaving the rest to face worsening terms and conditions. So what can and should HR professionals do to address this emerging “say-do” gap and productivity shortfall? In this final installment of a two part article, Duncan Brown continues to consider five areas of thinking and action.

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