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Module 2- SLP: Acquiring and Retaining Talent

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Module 2- SLP: Acquiring and Retaining Talent

In today's changing workplace, firms face two main challenges. They must spark high

performance and build fair, open workspaces. Dr. Edward Hallowell created the Cycle of

Excellence, a five-step plan to boost employee growth (Hallowell, 2011). Many managers have

used this plan to improve staff output. However, work groups have become more diverse and

linked over time. Therefore, the old plan needs an update. This article reviews Hallowell's plan,

notes its limits, and presents a Holistic Cycle of Excellence. This new cycle puts a focus on

creativity, equity, resilience, and steady growth.

Hallowell's Cycle of Excellence: A Foundation for Performance

Hallowell's Cycle of Excellence builds on brain science and careful study. His model has

five clear steps (Hallowell, 2011). The first step, selection, means matching employees with roles

that fit their skills and passions. This match helps workers enter states of flow that boost output.

Next, the Connect step builds strong ties between staff and the firm's goals. This step helps

reduce feelings of isolation. Then, the Play step invites creative problem-solving to spark new

ideas. In addition, Grapple and Grow challenge workers with tasks that improve their skills.

Finally, Shine recognizes hard work and drives further progress.

The Holistic Cycle of Excellence: A Modern Reinvention

Building on Hallowell's work, the Holistic Cycle of Excellence adds key elements. This

new model blends DEI, teamwork, and ongoing learning. The first step, Cultivate Belonging,

urges firms to create safe and open workspaces. Leaders must train against bias to build trust. For

example, Salesforce has formed Equality Groups that let underrepresented staff share their

views. Research shows that supervisors with strong emotional skills can boost creativity by 30%

in fair workspaces (Ivcevic et al., 2020). Next, Tailored Alignment calls for matching staff to
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roles using clear data. Firms use assessments that consider skills, goals, and cultural

contributions. Google's Project Oxygen shows that a clear role match can cut staff loss by 15%

(Holmer, 2023). These steps set a strong base for team growth and clear paths to work success.

In the next phase, the model calls for Foster Collaborative Innovation. This step shifts

work ideas from top-down orders to mixed groups. At Pixar, daily Braintrust sessions let diverse

teams review projects. Such sessions spur hits like "Soul" by sharing insights. In addition, the

step of Deliberate Practice pairs staff with mentors. This pairing helps workers face hard tasks

while learning steadily. Starr (2021) finds that CLEAR practice raises output by 26% in fields

such as healthcare. Equitable Recognition then rewards team wins over solo praise. For example,

Microsoft's OneWeek Hackathon saw 85% of projects move ahead (Pe-Than et al., 2022).

Finally, "Reflect and Reinvent" calls for regular reviews of work and DEI progress. Firms that

hold growth retrospectives see retention rise by 40% (Holmer, 2023). This two-part cycle builds

on sound ideas and fills key gaps in old models.

Why This Cycle Works: The Science of Inclusion and Adaptability

The new cycle works because it fills three gaps. First, it brings DEI to the center, which

helps lower staff turnover. Firms with open and fair workspaces earn 19% more from new ideas

(Ivcevic et al., 2020). Second, the cycle builds teamwork. Mixed teams break down work silos

and speed up change. Cisco's Team Space tool helped workers complete projects 22% faster

(AIHR, 2025). Third, the plan supports ongoing skill growth. AT&T's $1 billion reskilling

program cut skill gaps by 50% by pairing AI-based learning with mentoring (Starr, 2021). Each

step in the cycle links clear ideas with measurable outcomes. This blend of fairness and

teamwork helps firms and staff reach high levels of success.

Real-World Impact: Case Studies

Real cases show the new cycle in action. Unilever added growth reviews to its HR

process. This change raised diverse leader hires by 35% in two years (Nair et al., 2022). In a

similar way, Patagonia uses a Play ethos to boost ideas. Its work culture, which even allows

surfing breaks, led to a 55% rise in patent filings (Robinet-Duffo, 2024). These cases show that

updating old plans can yield clear benefits. Firms that adjust work models see more staff drive

and idea output. They also create workspaces where creativity and fairness thrive.

Implications for HR Practice

This strategy provides HR departments with a methodical approach to their work.

Organizations can use it as a reference model for job redesign and workforce planning. Human

resource managers can define roles based on the organization's skills and objectives.

Furthermore, they can promote cooperation through open communication and frequent review.

The model demonstrates that the organization supports equal employment systems and

organizational development activities. As a consequence, firms may lower staff turnover and

promote idea development. It also develops a culture in which all team members feel

appreciated.

Human resource experts might conduct frequent feedback sessions to monitor

performance. The workshops enable employment changes and the identification of problem

areas. Gaps can then be filled immediately. Human resource activities related to this cycle

contribute to the continual growth of the workforce. The approach ensures that performance

improvement and measurement are tracked at all times. Human resource leaders can see good

employee performance and job satisfaction. Systematic procedures enable continuous workplace

development. Organizations benefit from a more engaged workforce, while employees benefit
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from extensive career development. The cycle process promotes an open perspective on worker

potential and matches fair work policies with business advantages.

Conclusion

The Holistic Cycle of Excellence is a continuation of Hallowell's idea. It is not a

departure from earlier concepts, but rather an important update. The new framework promotes

justice, collaboration, transparency, and resilience. Workers today work in open environments

and have clear routes to success. Businesses are rewarded with more innovative ideas and a

healthy workforce. With organizational expansion, human resource departments may use these

procedures to guarantee equality and openness. This cycle also offers firms with a methodical

approach to resolving growing work-related issues using well-defined strategies. Human

resource departments may accurately and transparently direct employee growth by setting clear

goals and offering frequent feedback. This paradigm provides a clear roadmap for organizational

development, and firms that use it are bound to see significant improvements.
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References

AIHR. (2025). The HR Life Cycle in 13 Steps. Academy to Innovate HR.

https://www.aihr.com/blog/hr-life-cycle/#:~:text=HR%20life%20cycle%20steps

%20include,reward%2C%20career%20management%20and%20exit.

Hallowell, E. M. (2011). Shine: Using Brain Science to Get the Best from Your People. Harvard

Business Review Press.

Holmer, A. (2023, March 22). Google's Project Oxygen, Part 1: From no managers to great

managers and key behaviors*. Medium. https://medium.com/workmatters/googles-

project-oxygen-part-1-from-no-managers-to-great-managers-and-key-behaviors-

c29061a6f08c

Ivcevic, Z., et al. (2020). Supervisor emotionally intelligent behavior and employee creativity.

Journal of Creative Behavior.

Nair, L., Dalton, N., Hull, P., & Kerr, W. (2022). Use purpose to transform your

workplace. Harvard Business Review, 100(2), 52-5.

Pe-Than, E. P. P., Nolte, A., Filippova, A., Bird, C., Scallen, S., & Herbsleb, J. (2022). Corporate

hackathons, how and why? A multiple case study of motivation, projects proposal and

selection, goal setting, coordination, and outcomes. Human–Computer Interaction, 37(4),

281-313.

Robinet-Duffo, R. (2024). How can brands try to influence social norms? [Master's thesis, MIT

Sloan School of Management]. DSpace@MIT.

https://dspace.mit.edu/bitstream/handle/1721.1/156026/robinet-duffo-rrd10-msms-sloan-

2024-thesis.pdf?sequence=1&isAllowed=y
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Starr, K. A. (2021). Principal Perceptions of Effective Performance Coaching: A Case Study.

University of Arkansas.