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2 The HR Agenda for 2010Issue 3: The future of learning and development – enhancing capabilityWell before the recession there was a keen focus on skills as organisations struggledto compete, or at least find a way to co‐exist, with the rising BRIC (Brazil, Russia,India and China) economies. Paul Fairhurst helps organisations to develop strategiesfor future skill needs using scenario planning techniques. He discusses the future forL&D in enhancing the capability of people in organisations, and sees the organisation’sability to deploy that capability as a major driver of future success.Issue 4: Leadership – engaging the 'teenies'During the recession we have seen the demise of many hitherto respected leadersand we expect a period of reflection on the qualities and style of leadership neededfor the ‘teenies’. Terms such as ‘humble’, ‘authentic’, ‘sustainable’ and ‘inclusive’ arecurrently attaching themselves to the concept of leadership. Dilys Robinson discusseskey issues around employee engagement – a concept that appears to be here to stay,in hard times as well as good – including IES’s latest in‐depth study of ‘engaging’leadership.Issue 5: Refocusing coaching for the upturnThe demand for coaching has remained relatively strong throughout the recession.Alison Carter discusses its role in supporting restructuring, maximising the contributionof remaining employees, balancing short and long term priorities and building changecapability. She warns, however, about the need to demonstrate value and suggestshow coaching might be more clearly aligned with business needs during the recoveryand evaluated so that business benefits can be identified, reported and promoted.Issue 6: Managing talent in tough timesThe ‘war for talent’ message has reportedly made organisations wary of losing thepeople they have invested heavily in during the noughties. Wendy Hirsh providessome insights into talent management in tough times. She suggests that talentedpeople need to have challenging work and a good network of support. HR, managersand directors all have a key role to play in supporting and retaining talent.Issue 7: Performance and reward management beyond the crisisCity bonuses have again been much in the headlines to the astonishment of thegeneral public who assumed that things would have to change after the bankingcrisis. Duncan Brown reflects on the learning from the recession and proposes a newdirection for reward. He argues for a more integrated reward structure with arenewed emphasis on fairness and openness, and discusses the importance oremployee engagement versus simple incentivisation.