Human Resources and Talent

Management Toolkit
Frameworks, Best Practices & Templates
created by ex-McKinsey, Deloitte & BCG
Management Consultants

1
Introduction

“This Toolkit was created by ex-McKinsey, Deloitte and BCG Management

Consultants after 3,000+ hours of work. It shares our combined 100+ years
of experience advising executive teams around the world. It includes all the
Frameworks, Best Practices & Templates required to improve the “HR and
Talent Management” function of your organization, and help you attract,
develop and retain top talent.
Leverage the know-how of ex-McKinsey, Deloitte & BCG Management
Consultants.
Join the 200,000+ Executives, Consultants & Entrepreneurs who are
already leveraging our Business & Consulting Toolkits to improve the
performance of their organization and boost their own career.
If you have any questions, send us an email at
[email protected] and one of our ex-McKinsey, Deloitte &
BCG Management Consultants will get back to you within 2 business days.”

Aurelien Domont
Management Consultant
Domont Consulting Managing Director

2
Context
Human Resources and Talent Management have never been more important

In a new era post covid where the war for talent is fierce, Human Resources and Talent Management have never been
more important to attract, develop and retain top talent.
According to a recent McKinsey survey, superior talent is up to 8 times more productive than average talent. In other
words, the relationship between quality of talent and business performance is dramatic.

3
Problem
The HR function is often barely contributing to organizational performance

Over the past 10 years, our team of ex-McKinsey, Deloitte & BCG Management Consultants have noticed that, in many
companies, the HR function was barely contributing to organizational performance.
According to the survey “War for talent” conducted by McKinsey, a whopping 82 percent of companies don’t believe they
recruit highly talented people. For companies that do, only 7 percent think they can keep their talented people. More
alarmingly, only 23 percent of managers and senior executives active on talent-related topics believe their current
acquisition and retention strategies will work.

% of Fortune 500 executives who agree that their organization…

…recruit highly …know who are high …retain high …develop people …quickly remove low
talented people and low performers performers quickly and effectively performers

18% 14% 7% 3% 3%

4
Our solution
Our ex-McKinsey, Deloitte and BCG Management Consultants decided to create an HR and
Talent Management Toolkit that will help you attract, develop and retain top talent

Best Practices Frameworks

Advice from
tier-1
Tools
Management What’s
Consultants
inside our
Toolkit?

Real-life Templates
Examples

Video Training
Step-by-step
Tutorials

5
Objectives
The HR and Talent Management Toolkit includes frameworks, tools, templates, tutorials, real-life
examples, video training and best practices to help you:
• Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business
Strategy, (2) HR and Talent Management Capability Maturity Model, (3) Current State And Target State, (4) HR and
Talent Management Mission, Vision & Values, (5) Strategic Objectives & KPIs to Reach our Vision, (6) Team & Budget,
(7) Guiding Principles
• Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability
Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent
Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment &
Termination
• List your Potential Initiatives for each pillar
• Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
• Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4)
Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6)
Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons
Learnt
• Manage Change & Internal Communication: (1) Change Management Strategy, (2) Change Management Plans, (3)
Implementation, Tracking And Progress Management, (4) Effective Communication

6
Human Resources and Talent Management Toolkit - Structure
The Toolkit includes a 6-phase approach that we have built and refined over the past 20 years through constant trial and error. The good news is that you don’t have to waste
your time, energy and money going through that lengthy trial-and-error process yourself. You can simply leverage our work and customize it based on the specificities of your
organization.

I. HR and Talent Management Strategy

HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
Guide

You can use this

deliverable directly for your
own purposes. You simply
need to insert your logo
and adjust the slides based
on the specificities of your
organization.

8
In the next slides, you’ll see a small preview of the Toolkit
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
HR and talent management capability maturity assessment
Current state
Current state

Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized

This level describes a poorly- An organization at this level Workforce practices are Organizations at this level The HR team at this stage has
aligned function and has has informal policies for consistent, documented, and have achieved the dynamics long-term and short-term
characteristics of non- workforce and HR function linked to the strategic of reform, transform, and strategies cascaded from the
documented strategies as well and starts focusing on objectives of the organization. perform. organization’s strategy.
as a reliance on manual developing the skill sets of the
documents and excel sheets. workforce. Workforce competencies HR-managed practices are They are now equipped to
development gets priority and now stable and employee create world-class employee
Talent shortage, low It is also at an early stage of workforce performance is engagement levels are high experiences.
motivation, poor workforce realization that they should aligned to key business enough to motivate them to
performance, and rare have properly documented activities. perform well. Continuous improvement,
instances of training and processes with guiding creativity, innovation, and
development are usual principles, deploying trained Overall, HR practices are now There is a quantitative thereby, competitive niche are
attributes in an organization at HR people to carry out HR mature enough to give measurement of performance the characteristics at this
this maturity level. processes. organizations competitive that helps in the prediction of stage.
advantages. capability for performing work.
Work overload, workplace Organizations at this level
distraction, poor Learning and development are have many HR processes that
communication, and poor at their peak, triggering can be considered at the
morale are a few improvements and benchmark level.
characteristics of this level. breakthroughs.

11
HR and talent management capability maturity assessment
Target state
Current state Target state

Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized

This level describes a poorly- An organization at this level Workforce practices are Organizations at this level The HR team at this stage has
aligned function and has has informal policies for consistent, documented, and have achieved the dynamics long-term and short-term
characteristics of non- workforce and HR function linked to the strategic of reform, transform, and strategies cascaded from the
documented strategies as well and starts focusing on objectives of the organization. perform. organization’s strategy.
as a reliance on manual developing the skill sets of the
documents and excel sheets. workforce. Workforce competencies HR-managed practices are They are now equipped to
development gets priority and now stable and employee create world-class employee
Talent shortage, low It is also at an early stage of workforce performance is engagement levels are high experiences.
motivation, poor workforce realization that they should aligned to key business enough to motivate them to
performance, and rare have properly documented activities. perform well. Continuous improvement,
instances of training and processes with guiding creativity, innovation, and
development are usual principles, deploying trained Overall, HR practices are now There is a quantitative thereby, competitive niche are
attributes in an organization at HR people to carry out HR mature enough to give measurement of performance the characteristics at this
this maturity level. processes. organizations competitive that helps in the prediction of stage.
advantages. capability for performing work.
Work overload, workplace Organizations at this level
distraction, poor Learning and development are have many HR processes that
communication, and poor at their peak, triggering can be considered at the
morale are a few improvements and benchmark level.
characteristics of this level. breakthroughs.

12
 Tutorial

HR and talent management capability maturity assessment

Target state
Current state Target state

Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized

This level describes a poorly- An organization at this level Workforce practices are Organizations at this level The HR team at this stage has
aligned function and has has informal policies for consistent, documented, and have achieved the dynamics long-term and short-term
characteristics of non- workforce and HR function linked to the strategic of reform, transform, and strategies cascaded from the
documented strategies as well and starts focusing on objectives of the organization. perform. organization’s strategy.
as a reliance on manual Workshops, interviews and surveys
developing the skill sets of the will help you Your target state does not have to always be the level
documents and excel sheets. assess the current state and target state
workforce. of your competencies
Workforce HR-managed practices
5. Your target stateare They
will depend onare
yournow equipped
current stateto
organization. development gets priority and now stable
and howandcritical
employee create
HR and talent world-class
management is employee
for
Talent shortage, low It is also at an early stage of workforce performance is engagement levels are high
your organization. experiences.
motivation, poor workforce realization that they should aligned to key business enough to motivate them to
performance, and rare have properly documented activities. perform well. Continuous improvement,
instances of training and processes with guiding creativity, innovation, and
development are usual principles, deploying trained Overall, HR practices are now There is a quantitative thereby, competitive niche are
attributes in an organization at HR people to carry out HR mature enough to give measurement of performance the characteristics at this
this maturity level. processes. organizations competitive that helps in the prediction of stage.
advantages. capability for performing work.
Work overload, workplace Organizations at this level
distraction, poor Learning and development are have many HR processes that
communication, and poor at their peak, triggering can be considered at the
morale are a few improvements and benchmark level.
characteristics of this level. breakthroughs.

13
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
Current State Structure
Company XYA is currently using a functional [insert name of your structure] structure

CEO

Strategy Production Marketing Sales

15
Potential Structure Options
We are considering 6 types of organizational structures for our target state

Functional Structure Product-based Structure Geographic-based Structure

CEO CEO
CEO

Battery North
Cars Solar Roofs Asia Europe
Storage America
Strategy Production Marketing Sales
Strategy Strategy Strategy Strategy Strategy Strategy
Product Product Product Product Product Product
Marketing Marketing Marketing Marketing Marketing Marketing
Sales Sales Sales Sales Sales Sales

Process-based Structure Customer-based Structure Matrix Structure

(e.g. Products x Geographic-based)
CEO
CEO
CEO
Battery Solar
Cars
Urgent care Emergency care Inpatient care Storage Roofs
America
Exploration Refining Distribution
Human Resources Strategy Strategy
Finance Product Product Europe
Community Marketing Sales Marketing Sales
Relations Asia

16
Potential Structure Options
Zooming in on the Functional Structure

Appropriate for Advantages Disadvantages

• Organisations which sell a • Resource-efficient and • Less responsive and
low-price product and need maximises margins through adaptive to market and
to keep costs down leveraging economies of customer needs
• Organisations with stable, scale and functional • Hierarchy and bureaucracy
expertise
undifferentiated markets can become rigid and
• Clear functional divisions stifling
• Organisations with well-
drive strong accountability • Communication between
understood customer
and control by function
requirements divisions can be limited
Functional • Organisations with one or
• Drives common standards, and inadequate leading to
collaboration, specialism silo mentality
Structure two product lines
and attention to quality • Interdepartmental conflict
• Organisations with long within each function
can occur
product development
• Supports common culture
lifecycles
and values
• Organisations where there
is minimal need for
interdependency between
functions

17
Potential Structure Options
Zooming in on the Product-based Structure

Appropriate for Advantages Disadvantages

• High-technology • Allows a strong focus on • Poor resource efficiency
organisations where global producing high quality because of duplication of
product excellence is key products and ensuring effort and loss of
• Organisations where there short product development economies of scale
cycles • Does not support
are multiple products for
different customers • Clear product divisions coordination of geographic
• Organisations where there drive strong accountability areas and responsiveness
and control by product to local conditions and
are low synergies between
customers may need to
Product-based the different product • Allows products to be
work with more than one
divisions (i.e., different divested/added with
Structure distribution channels, minimal disruption to the
division
purchasing processes, rest of the business • Temptation to work in
operating requirements, product-based silos
competitive environments) • Sometimes drives
• Organisations where competition between
product development business units for
cycles are key, either resources
because they are typically
very short or long

18
Potential Structure Options
Zooming in on the Geographic-based Structure

Appropriate for Advantages Disadvantages

• Organisations that are • Enables recognition of • Poor resource efficiency
spread nationally or local cultures and because of duplication of
internationally, where operating conditions effort and loss of
business environment through closeness to the economies of scale
varies by geography, local customer • Difficult to develop
value creation is key and • Clear geographic divisions consistent global practices
customers in different
drive strong accountability and apply a global strategy.
regions have different
and control by geography Can lead to inconsistency
needs
in product delivery as
Geographic- • Businesses where it makes
• Easy to add new products
decision making is based
into particular geographies
based Structure sense to produce the around regions, not
product locally rather than products
transport it • Implementing changes
across all divisions can be
slow and difficult
• Can lead to conflict
between regions and HQ

19
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
To understand the talent that we needed within our company, we mapped
the competencies required to enable our strategy

Competency map

Customer-Facing Competencies Operations Competencies Support Functions Competencies

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

21
We identified 5 [insert your own number] skill gaps that we will have to fill
in

Competency map Caption: Skill gaps

Customer-Facing Competencies Operations Competencies Support Functions Competencies

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Insert Insert Insert Insert Insert Insert Insert Insert Insert

competency competency competency competency competency competency competency competency competency
name name name name name name name name name

Then we asked our managers to identify people who can fill those gaps now, or talented individuals who can be developed to fill these gaps
in the future.
22
Table of Contents
HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

List of Potential Initiatives for each Pillar

Business cases and financial models to help us assess our list of potential projects
Project Prioritization, Business Roadmap and Implementation
Change Management and Internal Communication
The vital role of our employer brand in recruitment

Our employer brand defines us in the job market and is one of our most valuable assets in attracting and retaining top talent. It is the perception of our
company in the minds of potential employees and the wider industry, and it significantly impacts our recruitment efforts. In short, strengthening our employer
brand is an investment in our future success.

First impressions matter: In an increasingly

competitive job market, potential candidates often
form their first impressions of our company based
on our employer brand. It's what makes us stand
out and draws in those who align with our vision,
values, and culture.

Supporting business growth and performance: Attracting Top Talent: High-quality candidates
Ultimately, our employer brand directly impacts seek high-quality employers. A strong, positive
our bottom line. Companies with strong employer employer brand helps us attract these individuals
brands tend to perform better, not just in talent by showcasing our company as a great place to
acquisition but in overall business performance. work. It is our "sales pitch" to prospective
Employer brand
recruitment employees.

Driving employee engagement and retention: Reducing hiring costs: Research has shown
An authentic employer brand not only attracts that companies with strong employer brands see
employees but also helps to retain them. When a reduction in hiring costs. This is because a
the brand reflects the actual working experience, compelling brand can lead to a larger, higher-
employees are more likely to feel fulfilled and quality applicant pool, reducing the need for
committed to the organization. external recruitment agencies.

24
Leveraging our unique selling propositions for talent attraction

As we strive to attract the best talent in a competitive market, it's essential that we
effectively leverage our unique selling propositions (USPs). Our USPs are what
To better illustrate the importance of unique selling propositions (USPs)
differentiate us from our competitors and make us an attractive option for potential in talent attraction, let's look at some examples from industry leaders
employees. Here's how we can use our USPs to attract top talent: who've used their USPs to build powerful employer brands:
Clear communication of our values Promote our unique benefits and
Google's Culture of Innovation: Google is renowned for
and vision: Our company values and perks: Whether it's flexible working
its culture of innovation, freedom, and learning. Their focus on
vision are a key part of our USPs. By hours, exceptional health benefits, or allowing employees to spend 20% of their work time on
clearly communicating them, we can outstanding learning and personal projects is a compelling USP that has drawn
attract individuals who resonate with development opportunities, promoting countless talented individuals to their ranks. They have
our mission and see themselves these advantages can make us a effectively communicated this through a variety of channels,
contributing meaningfully towards it. desirable choice for job seekers. making it a central part of their employer brand.

Netflix's Focus on Responsibility and Freedom: Netflix

promotes a "Freedom & Responsibility" culture as one of its
Showcase our company culture: Highlight success stories and
USPs. They offer unlimited vacation and a non-policy
Our company culture is unique and employee achievements: By approach towards expenses, trusting their employees'
could be a significant attraction for highlighting the successes of our judgement. This has made them attractive to self-driven, high-
potential candidates. By transparently team and individual achievements, performing individuals.
showcasing it through our internal we can demonstrate our commitment
events, social media, and website, we to employee growth and celebrate our Salesforce's Emphasis on Philanthropy: Salesforce has
allow potential employees to visualize human capital. built philanthropy into its business model with the 1-1-1 model
of integrated corporate philanthropy. This model is based on
working with us.
the idea of donating 1% of the company's equity, 1% of
employee hours, and 1% of product back to the communities
Demonstrate our commitment to diversity and inclusion: In today's it serves. This commitment to social good is a strong
globalized world, our commitment to diversity and inclusion is not only a USP attraction for those who value corporate social responsibility.
but a necessity. Promoting our inclusive hiring practices can help us attract a
diverse range of candidates and bring in a breadth of ideas and experiences.

25
Key steps in creating a compelling employer brand

01 03 05

Understand current employer 02 Develop our employer brand 04

Measure, refine, repeat:
brand perception strategy
Define our employee value Engage our employees as brand
proposition (EVP) ambassadors

We need to start with a The EVP is the unique set of Once we've defined our Our employees are our Employer branding is not a
comprehensive audit of our benefits an employee receives EVP, we need to craft a most valuable brand one-time process. We need
current employer brand. This in return for the skills, strategy to communicate it ambassadors. Encouraging to continuously measure the
means understanding how we capabilities, and experiences effectively. This strategy them to share their positive impact of our efforts, refine
are perceived by both current they bring to our organization. should outline the key experiences on their social our strategies based on
employees and potential It should be unique to our messages we want to media or with their network these insights, and repeat
candidates. We can achieve company and reflect our convey, the channels we'll can significantly boost our the process. Key metrics
this through employee values and culture. To define use (website, social media, employer brand. could include quality of hire,
surveys, exit interviews, and our EVP, we should engage job fairs, etc.), and how we'll time to hire, cost per hire,
analyzing feedback on with employees at all levels ensure consistency across and employee turnover
platforms like Glassdoor. and consider what makes us all these channels. rates.
stand out as an employer.

Building a compelling employer brand is an ongoing process that requires strategic thinking, commitment, and involvement from all parts of our
organization. However, with a clear plan and strong execution, we can create a brand that attracts and retains the top talent we need to drive our
business forward.
26
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
List of potential initiatives in Excel

28
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
Lean Business Case
Project name:
Project description:

Strategic Yes No

Net Present Value Alignment

$16.3M

Ease of
Value
Low Medium High implementation Difficult Intermediate Easy

Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

30
Overview
The Excel document “Financial Model” includes 1 inputs sheet, 5 calculation sheets and
2 Outputs sheets

Inputs sheet Calculation sheets Outputs sheets

Project Initial Investment

Project Costs

Additional Revenue Project Financials

Assumptions Project Cash Flow Chart
Generated Summary

Cost Savings

WACC

31
Timeframe
Description

The most common timeframe to estimate the financial performance of a project is 5 years. Year 0 is the present day. Year 1 represents the first 12
months. Year 2 represents the period between 12 months and 24 months, etc.

32
Table of Contents
I. HR and Talent Management Strategy
HR and Talent
Summary of the HR and Talent Strategic Objectives &
Management Current State And
Corporate and Management Mission, KPIs to Reach our Team & Budget Guiding Principles
Capability Maturity Target State
Business Strategy Vision & Values Vision
Model

II. 10 Pillars to reach our HR and Talent Management Strategic Objectives

Capability Structure & Competency
Culture Recruitment
Management Governance Management
1. The importance of capability 1. The importance of structure & 1. The importance of organizational 1. The importance of competency 1. Employer branding strategy
management governance culture management 2. Recruitment process & strategy
2. Desired capabilities 2. Structure 2. Current culture assessment 2. Competency framework 3. AI and automation
3. Current state and target state of 3. Roles and responsibilities 3. Culture design principles 3. Competency map 4. Inclusive hiring practices
each desired capabilities 4. Governance 4. Highest performing cultures 4. Competency development 5. Hiring for culture fit
5. Workforce size 5. Desired culture 5. Career progression 6. Recruitment KPIs
4. Gap analysis and action plan
6. Location model 6. Action plan 6. Competency management 7. Recruitment outsourcing
7. Progress monitoring evaluation 8. Candidate experience & onboarding

Performance Reward and Reassignment &

Talent Development Mentoring
Management Recognition Termination
1. Identifying high-potential talent 1. Setting up a mentoring program 1. Top 8 models and approaches 1. Setting up a reward and recognition 1. Strategies for employee
2. Individual development plans 2. Mentor-mentee matching 2. Implementing OKR framework program reassignment
3. Forming talent pools and 3. Mentoring culture 3. Feedback and performance 2. Transparency and equity in reward 2. Termination processes and
leadership pipelines 4. Reverse mentoring conversations systems protocols
4. Blended learning for talent 5. Impact of mentoring programs 4. Leveraging technology in 3. Leveraging technology for reward 3. Managing downsizing and layoffs
development 6. Current trends and innovations in performance management management 4. Legal and ethical considerations
5. Talent mobility and career pathing mentoring 5. Measuring the success of 4. Evaluating the impact of reward
6. Employee retention strategies performance management plans and recognition programs

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
Executive Summary Caption:
Low
Impact
Moderate
Impact
Medium
Impact
High
Impact
Extreme
Impact

Change Impact Assessment Matrix

• Insert name of the Change • Insert name of the Change • Insert name of the Change

Extreme
Complexity of the Change

• Insert name of the Change • Insert name of the Change • Insert name of the Change

High

• Insert name of the Change

Medium

Moderate

Low

1 team impacted 1 Business Unit 1 Division Half of the Company Extreme

Size of the Change

34
 The Executive Summary is a very important section, especially when you
present during an executive committee, where you will probably not have Tutorial
time to go through all the slides
Executive Summary Caption:
Low
Impact
Moderate
Impact
Medium
Impact
High
Impact
Extreme
Impact

Change Impact Assessment Matrix

• Insert name of the Change • Insert name of the Change • Insert name of the Change

Extreme
Complexity of the Change

• Insert name of the Change • Insert name of the Change • Insert name of the Change

High

• Insert name of the Change

Medium

Moderate

Low

1 team impacted 1 Business Unit 1 Division Half of the Company Extreme

Size of the Change

35
Executive Summary
Structure and size of the Change Management Team

Insert Name
Senior Change
Manager

Insert Name Insert Name

Change Manager Change Manager

Insert Name Insert Name Insert Name Insert Name Insert Name Insert Name
Junior Change Junior Change Junior Change Junior Change Junior Change Junior Change
Manager Manager Manager Manager Manager Manager

36
Executive Summary - Change Lean Canvas
Change Enter the name of the Business Enter Business owner Change Enter Change manager Submit Enter Change Canvas
Name change Owner name manager name Date version & submit date

Describe the change that is Why did we decide to do this Who will be impacted by this What will we do to prepare
happening change? change? impacted stakeholders?

Insert what the employee, customer or user Describe the rational behind the decision to do Insert the different stakeholder groups Insert what we will do to ensure proper
used to be able to do this change impacted by this change adoption of the change (i.e. communication,
training, pilot group,…)
Insert what the employee, customer or user
will be able to do with this new change

When will they be impacted by What are the business outcomes What are the business outcomes What are the next steps?
this change? we want to reach? we are reaching?
Insert date Insert the business outcomes we want to When available, insert the business outcomes Include the next steps if any
reach and their source

37
Structure of the Toolkit
The Toolkit includes many Powerpoint slides, Excel sheets and Video training organized in multiple folders
that you can download on your device immediately after your purchase.

550 editable Powerpoint slides*

25 Excel sheets*

36 minutes of Video training

1. Overview and Approach 5. Business Cases and Financial Models

2. HR and Talent Management Strategy 6. Project Prioritization, Business Roadmap and Implementation
3. Ten Pillars 7. Change Management & Internal Communication
4. List of Potential Initiatives

*Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide
that has been duplicated to facilitate our clients’ understanding only counts for one slide

38
Key Benefits of our Management Consulting Toolkits

Improve the growth &

Make a great investment for
efficiency of your Get a competitive advantage.
your career & organization. It
organization by leveraging It’s like hiring Management
cost us US$8M+ over the
Management Consulting Consultants to create all the
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never start from scratch Don't reinvent the wheel. We
Improve the capabilities of
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and fully editable hours over the past 10 years
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Frameworks, Tools & to create all the Management
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Excel.

Become your organization’s

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Get free support and advice subject matter expert and
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Join the 200,000+ Executives, Consultants & Entrepreneurs already leveraging our
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