The work of HR frequently goes unseen. There are parts of people management which are not visible to many in the organisation HR serves – unseen support structures felt by those who need them, but unappreciated by others. All of the subjects in this issue of have elements of this.

Peer-to-peer appreciation at first seems like an easy thing to do: Simply enable fellow employees to highlight and celebrate each other’s work. However, these initiatives have hidden depth – areas HR needs to manage carefully for the recognition to be effective. Cultural intelligence is a growing, but often unseen, skill and aptitude required by managers and HR in particular as businesses become increasingly global. Finally, the work of middle managers, frequently taken for granted by organisations, requires HR to be clear as to how this vital part of the workforce is positioned and supported. Frontline staff and leadership may attract clearer attention and focus, but the right approach for the people in the middle of an organisation may mean the difference between success and failure.

In each case, for those outside HR, it could be assumed that once these areas are addressed, they can take care of themselves. Rewards happen, intentional business is built out, middle managers easily handle business. But it should always be remembered that it is the strategic decisions delivered by HR, while also sometimes unseen, that are vital to create and push through initiatives in these important areas.

Simon Kent

Editor-at-Large