1.  Brand Image, marketing and PR ignite awareness, excite interest and attract potential employees of high quality and in quantities that drastically reduce recruitment fees paid to agencies and headhunters
2. Recruitment activities communicate the professionalism and intent of the business, with cultural values on display from the very first contact
3. Assessment and Selection processes ensure the highest quality and most appropriate entrants, inspired with heightened expectations and standards
4. Corporate Social Responsibility strategies and statements, increasingly demanded by prospective employees if they are to invest their heart and soul in one company, need to be both inspiring and realistic

1.  Compensation and Benefits packages must be totally appropriate to both attract, incentivise and reward individuals and teams
2. Induction processes ensure a personalised and challenging start, setting the right tone for cultural values, principles and codes of conduct, with appropriate priority given by the leaders
3. Performance Management processes must underpin personal growth and maximise individual potential through high quality coaching and feedback
4. Training and Development programmes should be personalised and targeted for raised performance and behaviour change under pressure, covering company purpose and culture as well as products and job skills
5. Appraisals must be made a real priority by line managers who carry them out with  enthusiasm and skill, inspiring employees to new levels of performance
6. Feedback systems of 360 degree, psychometrics and attitude surveys should be vibrant, relevant and well facilitated to raise awareness 
7. Talent Management should work to balance the needs of the organisation with the ambitions of individuals
8. Lifestyle Balancing acknowledges the desire for work-life balance and actively supports the needs of individuals to meet such things as outside care responsibilities
9. Reward and Recognition schemes ensure the best balance between hygiene and   motivation factors, and are kept fresh and relevant to differing needs and climates

1.  Outplacement planning means that employees’ needs are acknowledged whether for retirement, sabbaticals or for mid career changes

But what the hell do we measure? All good stuff, however it is vital that every one of the 14 steps in the employee life cycle be open to measurement and analysis of efficacy, since all involve direct cost and significant management time. Whereas some specific HR measures are relevant and appropriate, for example cultural survey Results, absolute recruitment costs, attrition rates, absence days, qualification levels etc, the real Challenge is to directly link the 14 steps to the achievement of the key business KPIs, thus unequivocably establishing that people development and growth is THE route to business growth.