TALENT MANAGEMENT FRAMEWORK
Executive Summary
Prepared by
PS Renewal Section
Strategic Human Resources
Management Directorate
Human Resources Branch
Framework for Talent Management
at Industry Canada
Background
The topic of talent management is enjoying unprecedented
popularity among executives and managers. In the Public
Service of Canada, an ageing workforce coupled with a
reduced supply of knowledge workers and labour generally,
has intensified the emphasis on Renewal through finding and
retaining top talent.
Accordingly, “talent management” has become an omnipresent
catchphrase for efforts related to how organizations interact
with their employees and develop and deploy human
resources. Its meaning has been stretched and conflated to fit
a vast array of circumstances. This is why a common
understanding of the concept and a framework for addressing
specific organizational needs within the context of Industry
Canada’s People Management Strategy for Renewal and
Results is essential.
The Approach
The Public Service Renewal Section (Strategic Human
Resources Management directorate) in the Human Resources
Branch (HRB) has analyzed seven key components of
employees’ job cycles. This document offers a preliminary
selection of talent management initiatives, divided by
component; that our clients may choose to apply to increase
their success in attracting, developing, managing and retaining
talent.
Although the Talent Management (TM) components have
natural divisions, many of the initiatives will have an impact in
two or more component areas. The initiatives either
complement or enhance existing practices at Industry Canada,
and for many we have already prepared detailed descriptions
and scoping documents.
Next Steps
Talent management initiatives to be offered by HRB must be
aligned with client requirements. The following groups will be
consulted: Management Committee, Strategic HR
Management Committee, Regional Executive Directors,
Industry Canada Managers’ Network, and HRB’s various client
service groups.
According to client demand, HRB will prepare a simple shortlist menu of initiatives for sector clients to choose what Talent
Management initiative(s) they will adopt and implement in
2009-2010. HRB will offer to support to clients in the form of
advice, planning tools and products that will enable managers
to actively manage and develop their employees.
The long-term goal is that the implementation of specific talent
management initiatives will be included in the annual
Performance Agreements of individual directors.
TALENT MANAGEMENT FRAMEWORK
Finding Talent
Student Scouting
Bridgeable Student Database
Executive Recruiting
Mid-career Recruiting
Client Service Reps
Strategic Marketing
De-boarding
On-boarding
Exit Questionnaire
Exit Interview
Corporate Knowledge
Transfer
De-boarding Kit
Alumni Program
Orientation Package
Starting Gate
Orientation Session
Manager’s Guide
Employee Profile Directory
Talent
Management
Cycle
Retaining Employees
Thought Leadership
Recognition Wall
Organizational Health Survey
Cultural Awareness Guide
Corporate Compass
Sessions
Planning for
Succession
Talent Gap Reviews
HIPO Advancement Plan
Executive Projects Plan
Mentorship Initiative
Developing Employees
Job Shadowing
Comprehensive Learning
Plan
Extra Mile Incentives
Talent Development
Managing Performance
Continuous Appraisals
360 Feedback
Best Practices
Career Monitoring
DELIVERING ON
PEOPLE MANAGEMENT STRATEGY
FOR RENEWAL AND RESULTS
Contents
Component 1 – Finding Talent (Pillar 3)
Initiative 1 – Student Scouting
Initiative 2 – Bridgeable Student Database
Initiative 3 – Executive Recruiting
Initiative 4 – Mid-career Recruiting
Initiative 5 – Client Service Representatives
Initiative 6 – Strategic Marketing
5
5
5
5
5
5
5
Component 2 – On-boarding (Pillar 3)
Initiative 7 – Orientation Package
Initiative 8 – Starting Gate
Initiative 9 – Orientation Session
Initiative 10 – Manager’s Guide
Initiative 11 – Employee Profile Directory
6
6
6
6
7
7
Component 3 – Developing Employees (Pillar 3)
Initiative 12 – Job Shadowing
Initiative 13 – Comprehensive Learning Plan
Initiative 14 – Extra Mile Incentives
7
7
7
8
Initiative 15 – Talent Development
Component 4 – Managing Performance (Pillar 2)
Initiative 16 – Continuous Appraisals
Initiative 17 – 360 Feedback
Initiative 18 – Best Practices
Initiative 19 – Career Monitoring
Component 5 – Planning For Succession (Pillar 1)
Initiative 20 – Talent Gap Reviews
Initiative 21 – HIPO Advancement Plan
Initiative 22 – Executive Projects Plan
Initiative 23 – Mentorship Initiative
10
10
10
10
11
Component 6 – Retaining Employees (Pillar 3)
Initiative 24 – Thought Leadership
Initiative 25 – Recognition Wall
Initiative 26 – Organizational Health Survey
Initiative 27 – Cultural Awareness Guide
Initiative 28 – Corporate Compass Sessions
11
11
11
12
12
12
Component 7 – De-boarding (Pillar 3)
Initiative 29 – De-boarding Kit
Initiative 30 – Corporate Knowledge Transfer
Initiative 31 – Exit Questionnaire
Initiative 32 – Exit Interview
Initiative 33 – Alumni Program
13
13
13
13
14
14
Priority List
15
8
8
8
8
8
8
LEGEND
Priority initiative -- !
Corporate Initiatives – HR
Sector-based Initiatives – S g
Use Existing resources – ♦
One-time new investment – $
New ongoing cost expected – $•
Initiative development in progress – ►
Already piloted – 
4
COMPONENT
1. Finding Talent
(Pillar # 3)
Employee Engagement
and Renewal
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
INITIATIVE AND BRIEF DESCRIPTION
PEOPLE MANAGEMENT
STRATEGY ALIGNMENT
Student Scouting
! HR ♦
 Actively soliciting top students for co-op and
internship opportunities with Industry Canada using
Student Scouts
 Scout works with institutional personnel to pro-actively
identify and contact students
• We are successful in recruiting
new employees into multiple
developmental career streams…
• Staffing resources are focused
externally on the recruitment
challenge… (pillar 4)
Bridgeable Student
Database
HR $• ►
 Create a bridgeable students’ database that provides
a direct benefit to hiring managers
 Pro-actively engage and maintain contact with former
co-op, FSWEP and internship students who are
identified as strong prospects
• We are successful in recruiting
new employees into multiple
developmental career streams…
• Staffing resources are focused
externally on the recruitment
challenge… (pillar 4)
Mid-career
Recruiting
HR $•
 Attract mid-career level candidates to Industry Canada
 Open to internal candidates, but marketing will focus
on bringing in fresh perspectives.
• We are successful in recruiting
new employees into multiple
developmental career streams…
• Staffing resources are focused
externally on the recruitment
challenge… (pillar 4)
Executive Recruiting
HR $•
 Recruit candidates from private industry for leadership
• We attract high-performing midcareer executives who have
chosen Industry Canada in order
to be challenged, develop and
grow in their careers. (pillar 1)
Client Service
Representatives
! HR ♦
 Client Service Representatives (CSR) are the
faces/voices for Industry Canada. They guide and
maintain contact with prospective employees through
the entire recruitment process
 Likely an expansion of the HR advisor role
Strategic Marketing
HR $•
 Predominantly targets youth and includes active
marketing on campuses, “YouTube”, “Facebook”, job
boards, and other electronic and print media ads
 Consider innovative promotions, live, online etc.
or other senior level or unique positions. (Consider
using internal or external recruiters)
5
• …Speed of service and client
satisfaction are seen as key
enablers of the organization’s
success in delivering business
value. (pillar 2)
• …We are recognized for our
innovative people management
practises.
• We are successful in recruiting
new employees into multiple
developmental career streams…
2. On-boarding
Orientation Package
HR $ ►
 First great opportunity for Industry Canada to
demonstrate it values its employees
 Some contents of the orientation package are
initiatives (*) that will be described later in this
document. Package info also available online
includes:






(Pillar # 3)
Employee Engagement
and Renewal
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress



 – Already piloted
Starting Gate
!S♦
Orientation Session
HR $• 
Welcome Letter (from DM/DG)
Starting Gate Survey *
Overview of Industry Canada
Job Description and Acronym list
Line of Authority and Organizational Chart
Knowledge Transfer Report History for that
position (eventually) *
Invitation Letter for Career Counselling Session *
Divisional Employee Profile Directory –
“Facebook” style *
Employee Profile Directory Form (to add new
employee to directory) *
*Does not yet comprise part of the orientation package
 Starting Gate Initiative (SGI) comprises both a Starting
Gate Survey (SGS) and participation in the Starting
Gate Career Counselling Program (SGCCP)
 Survey designed to gather information about new
employee within first week of employment to
understand experience, strengths, and desires
pertaining to a potential career path
 Survey results forwarded to an assigned career
counsellor to form basis of first interview/meeting
 This early intervention is designed to convey that
Industry Canada cares about the careers of its
employees
 A one-day session to provide new employees with the
orientation package and the information and
resources to become comfortable with the content for
their work, including government and departmental
policies and procedures and the introduction of key
management personnel
6
• Employees are ambassadors of
the organization, understanding
its key strategic objectives,
where they fit and how they
might seek work within the
organization that can further their
development.
• Employees are ambassadors of
the organization, understanding
its key strategic objectives,
where they fit and how they
might seek work within the
organization that can further their
development.
• Employees are ambassadors of
the organization, understanding
its key strategic objectives,
where they fit and how they
might seek work within the
organization that can further their
development.
3. Developing
Employees
(Pillar # 3)
Employee Engagement
and Renewal
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
Manager’s Guide
HR $ ►
 On-boarding Guide for Managers (OGM) is a step-by-
Employee Profile
Directory
!S♦ ►
 The Employee Profile Directory (EPD) is designed to
help each new employee identify members of the
directorate by face and associate them with their
position
 Directory, link in orientation kit, available in electronic
format in “Facebook” style on intranet
 Voluntary, but encouraged as part of culture. Aids
retention and sense of belonging
Job Shadowing
S $•
 Job Shadowing Initiative (JSI) serves to enhance
retention, loyalty and foster an atmosphere of
experience-building and career enhancement
 Intra-departmental/branch initiative to allow job
shadowing for 20% of time for 3 - 6 months
 Initiative matches interested candidates, with manager
permission, who learn new functions and “crosspollinate” with their experience and ideas
Comprehensive
Learning Plan
S $•
 Comprehensive Learning Plan (CLP) is designed to
enhance the current approach to create a more
complete and interactive learning process
 Conduct annual “training needs analyses” for
individuals and divisions
 Employee and manager individually complete
comprehensive-learning-requirements forms based on
results of needs analyses
 Manager and employee complete forms and manager
may identify other or alternate training that employee
requires
 Form serves as the basis of discussion for
setting/updating the employee’s personal learning
plan (PLP)
step procedures guide for supervisors/managers of
new employees
7
• Productivity is improved through
the use of automated workflow
technology and increased selfservice. (pillar 2)
• Employees develop a growing
sense of affiliation with the
department…
• Employees progress within the
organization through career
development programs which
support competency
development and provide
systematic, rigorous
performance feedback and
integrated learning opportunities.
• …to work within the organization
and explore varied work
assignments…
• Employees progress within the
organization through career
development programs which
support competency
development and provide
systematic, rigorous
performance feedback and
integrated learning opportunities.
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
Extra Mile Incentives
S $•
 – Already piloted
Talent Development
(HRB Model)
S $• ►
 Extra Mile incentives provide recognition and financial
rewards to employees who consistently go “above and
beyond” their job duties
 Initiative can be part of, and an enhancement to,
current Industry Canada Awards Program
 Extra Mile award candidates are nominated by peers
and approved by their supervisors or vice versa
 To encourage and foster a culture where going the
extra mile on a consistent basis is not only recognized,
but rewarded
 A customized version of HRB’s Talent Development
and Career Progression Program would be created for
other branches within Industry Canada
 Used in conjunction with Continuous Appraisal
process (below)
8
• …We are recognized for our
innovative people management
practises. (pillar 4)
• Employees develop a growing
sense of affiliation with the
department through
opportunities to work within the
organization and explore varied
work assignments, within a
culture that supports strong
relationships among peer
groups and regular mentoring,
knowledge transfer and
feedback from senior leaders.
4. Managing
Performance
Continuous
Appraisals
S$
 Continuous Appraisal process ensures employees
receive regular and timely feedback on their
performance
 Serves to manage expectations and demonstrate
commitment to employee
 Regular, semi-formal sessions using an oral “report
card” method to uniformly assess performance &
provide constructive feedback
• Management and human
resources professionals are
working jointly on value-added
people management
outcomes…
• We maintain the highest
possible Management
Accountability Framework (MAF)
rating for people management
excellence. (pillar 4)
(Pillar # 3)
Employee Engagement
and Renewal
360o Feedback
S$
 360 o Feedback (360 o) is an appraisal system
specifically designed for management, but could be
adapted to various levels in the organization
 Appraisals contain aspects of feedback from
subordinates and peers, as well as leaders.
 Non-management receives feedback from peers, team
members and managers
 Helps employees to understand that their work ethic
and treatment of peers and subordinates is as
important as treatment of leaders
• We maintain the highest
possible Management
Accountability Framework (MAF)
rating for people management
excellence. (pillar 1)
Best Practices
HR $•
 Create an Industry Canada “Wiki” dedicated to
departmental “best practices” and searchable by
category
 Future: Explore the creation of an inter-departmental
“best practices” using GCPedia
• Productivity is improved through
the use of automated workflow
technology and increased selfservice. (pillar 2)
Career Monitoring
S $•
 Career Monitoring Program (CMP) begins where
Starting Gate initiative concludes
 It’s a pro-active approach to career monitoring, similar
to Starting Gate
 Semi-annual career check-ups to occur for 18 months
followed by annual check-ups
• Employees progress within the
organization through career
development programs…
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
9
5. Succession
Planning
(Pillar # 1)
Leadership
Development
Talent Gap Reviews
S$
 Regular review (every quarter or trimester) by
Managers with Directors of specific talent and talent
gaps in sector
 In turn, Directors review gaps and assess current
talent and needs with Director General
 Enables ongoing performance management and
involves senior managers in talent management
 Independent of employee appraisal process
HIPO (High Potential)
Advancement Plan
S$
 HIPO Advancement Plan (HAP) complements Talent
Development and Talent Gap Reviews
 Eligibility requires nomination by employee’s manager
and approval by a board consisting of, at least the
Director and Director General
 Identified employees given opportunity to enhance
business acumen and learn and grow quickly through
multiple projects
 Similar to “Accelerated Executive Development
Program” but designed for promising new talent
through to EX minus 2 level
 Plan may be precursor to Executive Projects below
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
Executive Projects
Plan
S$
 Executive Projects Plan (EPP) designed to develop
employees at EX minus 1 level who are targeted for
future advancement
 Candidates offered opportunity to work with
executives to scope out, lead and implement
executive projects
 Project participation should require no more than 25%
of candidate’s time
 Program designed to create more business-savvy EX
leaders and maintain a sense of value, loyalty and a
desire to remain with Industry Canada
10
• We nurture the development of
the next generation of new
executives largely from within
the organization through a focus
on targeted leadership
development training,
performance management
training
• We nurture the development of
the next generation of new
executives largely from within
the organization through a focus
on targeted leadership
development training,
performance management
training…
• We nurture the development of
the next generation of new
executives largely from within
the organization…
• We actively manage our
executive talent to ensure
individuals have an opportunity
to develop the range of job and
management competencies
required to sustain career…
Mentorship Initiative
HR ♦
6. Retaining
Employees
Thought Leadership
HR $
 Purpose is to collectively study global, national,
governmental, and departmental issues and generate
ideas to help DM with departmental direction
 Group comprised of cross section of talent and
experience
 Members nominated by supervisor and selected by
committee
 Thought leadership group created to engage
department’s top talent in department’s strategic
thinking and planning; also assists in succession
planning
Recognition Wall
HR $
 Everyone wants to be recognized!
 Wall would be physical and virtual and include
numerous categories to encompass a variety of
accomplishments. Aids retention
 Idea is in keeping with the Management
Accountability Framework (MAF) regarding “Awards
and Recognition” program
(Pillar # 3)
Employee Engagement
and Renewal
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
 Mentorship Initiative is a pro-active approach to match
designated employees with experienced leaders
 Senior managers are encouraged to mentor a new or
junior employee at least once every three years for up
to six months
 Enables “mentees” to act in their substantive positions
more effectively, obtain advice and develop
leadership skills
 Mentors enhance leadership skills and are engaged in
the development of future public service leaders
11
• We nurture the development of
the next generation of new
executives largely from within
the organization…
• …within a culture that supports
strong relationships among peer
groups and regular mentoring…
(pillar 3)
• Employees progress within the
organization through career
development programs…
• We nurture the development of
the next generation of new
executives largely from within
the organization through a focus
on targeted leadership
development training… (pillar 1)
• Employees develop a growing
sense of affiliation with the
department …
• …We are recognized for our
innovative people management
practises. (pillar 4)
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
Organizational
Health Survey
HR $•
 Organizational Health Survey (OHS) to take
departmental pulse semi-annually
 Properly monitored, the initiative will help determine a
collective imbalance between employee’s personal
and professional lives
 A short bi-annual online survey with carefully
designed questions that pertain to work flexibility,
leave arrangements, work load, environment and
other factors that are specific and measurable
Cultural Awareness
Guide
HR $
 Government of Canada (GOC) wants focus on hiring
visible minorities
 Cultural Awareness guide designed to educate
managers/employees regarding diverse business,
social, and religious etiquette and practices in the
Canadian workplace
Corporate Compass
Sessions
HR/S $•
 Compass Sessions designed to foster understanding
and appreciation of the departmental objectives and
how each employee can contribute towards those
objectives
 Sessions to be held by senior management:
 DM/ADM: Annual Webcast for all employees, to
share the vision, goals, and direction of the
department
 DG’s: Semi-annual meeting to share vision, goals,
and direction of the branch
 Directors: Monthly meeting to share vision, goals,
and direction of the directorate
 Managers: Weekly meeting to communicate
vision, goals, and direction of the section
 Similar to “State of the Union” address
 – Already piloted
12
• Management and human
resources professionals are
working jointly on value-added
people management outcomes,
improving the workplace…
• We maintain the highest
possible Management
Accountability Framework (MAF)
rating for people management
excellence. (pillar 4)
• Employees develop a growing
sense of affiliation with the
department …
7. De-boarding
De-boarding Kit
HR $
(Pillar # 3)
Employee Engagement
and Renewal
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
Corporate
Knowledge Transfer
! HR $•
 – Already piloted
Exit Questionnaire
HR $• ►
 De-boarding kit available in both paper and electronic
formats
 Manager/supervisor gives departing employee kit
within two weeks of departure
 Kit contains:
 Thank you letter (from manager and DG)
 Exit Questionnaire
 Invitation to exit interview with HR advisor
 Knowledge Transfer Report
 Departing employees “To do list”
 Token of appreciation
 Alumni application form
• Employees are ambassadors of
the organization…
 Corporate Knowledge Transfer Initiative (CKTI)
comprised of two phases:
 Knowledge Transfer Report (KTR)
Report designed to capture general and specific
strategic, tactical, and operational knowledge from
retiring or transferring employees
 Knowledge Transfer Interviews (KTI)
Designed for selected retirees whose tenure or
position places them in a crucial knowledge role
where information over and above that gathered
by the report is essential to extract
 Both phases already fully scoped
 Collaborating with IMB on knowledge transfer
• …supports strong relationships
among peer groups and regular
mentoring, knowledge transfer
and feedback from senior
leaders.
 Exit Questionnaire in online or paper format given to
employees who retire from or leave Industry Canada
 Questionnaire designed to provide all departing
employees an opportunity to assess experience at
Industry Canada and provide feedback on
departmental strengths/weaknesses
 Demonstrates value of employee and their opinions
• Management and human
resources professionals are
working jointly on value-added
people management outcomes,
improving the workplace…
• Employees are ambassadors of
the organization…
13
! – Priority initiative
HR – Corporate Initiatives
S – Sector-based Initiatives
♦ – Use Existing resources
$ – One-time investment
$• – Ongoing investment
► – Dev’t in progress
 – Already piloted
Exit Interview
HR $• ►
• Management and human
 Prior to departure, each employee receives interview
resources professionals are
invitation letter in de-boarding kit
working jointly on value-added
 Exit Interview is final opportunity for employees to
people management outcomes,
discuss confidentially, in person, their Industry Canada
improving the workplace…
experience
• Employees are ambassadors of
the organization…
 Departing employee meets with HR advisor
Alumni Program
HR $•
 Alumni Program is concluding initiative for those
leaving Industry Canada, and not only those who have
retired from department
 Program offers two options:
 Placed in Alumni database with “active” status for
those wishing to be considered for consultation
and solicitation of their expertise. Option reserved
for retired alumni who want to remain engaged
 Second option or “Spectator” status for those who
want to remain connected to IC through
newsletters and events, but not actively participate
 Opportunity to create ambassadors for IC as they
move to other departments
14
• Employees are ambassadors of
the organization…
PRIORITIES (► In progress; ! Next priority)
Initiative 32 – Exit Questionnaire ►
Initiative 33 – Exit Interview ►
Initiative 9 – Orientation Session 
Initiative 7 – Orientation Package ►
Initiative 2 – Bridgeable Student Database ►
1
2
3
4
5
Initiative 13 – Comprehensive Learning Plan
Initiative 22 – Recognition Wall
Initiative 23 – Organizational Health Survey
Initiative 27 – HIPO Advancement Plan
Initiative 25 – Corporate Compass Sessions
21
22
23
24
25
Initiative 10 – Manager’s Guide ►
Initiative 11 – Employee Profile Directory ►!
Initiative 8 – Starting Gate !
Initiative 31 – Corporate Knowledge Transfer !
Initiative 5 – Client Service Representatives !
6
7
8
9
10
Initiative 12 – Job Shadowing
Initiative 14 – Extra Mile Incentives
Initiative 28 – Executive Projects Plan
26
27
28
29
30
Initiative 1 – Student Scouting !
Initiative 15 – Talent Development ►
Initiative 20 – Thought Leadership
Initiative 34 – Alumni Program
Initiative 4 – Mid-career Recruiting
11
12
13
14
15
Initiative 3 – Executive Recruiting
Initiative 30 – De-boarding Kit
Initiative 26 – Talent Gap Reviews
Initiative 19 – Career Monitoring
Initiative 16 – Continuous Appraisals
16
17
18
19
20
Initiative 24 – Cultural Awareness Guide
Initiative 18 – Best Practices Website
Initiative 29 – Mentorship Initiative
Initiative 6 – Strategic Marketing
Initiative 17 – 360o Feedback
15
31
32
33
CORPORATE INITIATIVES (HR)
SECTOR-BASED INITIATIVES (S)
Student Scouting
Bridgeable Student Database
Mid-career Recruiting
Executive Recruiting
Client Service Representatives
Strategic Marketing
Orientation Package
Orientation Session
Manager’s Guide
Best Practices
Mentorship Initiative
Thought Leadership
Recognition Wall
Organizational Health Survey
Cultural Awareness Guide
Corporate Compass Sessions
De-boarding Kit
Corporate Knowledge Transfer
Exit Questionnaire
Exit Interview
Alumni Program
Starting Gate
Employee Profile Directory
Job Shadowing
Comprehensive Learning Plan
Extra Mile Incentives
Talent Development
Continuous Appraisals
360 Feedback
Career Monitoring
Talent Gap Reviews
HIPO (High Potential) Advancement Plan
Executive Projects Plan
Corporate Compass Sessions
ONE-TIME CAPITAL COST ($)
ONGOING MAINTENANCE COSTS ($•)
Orientation Package
Manager’s Guide
Continuous Appraisals
360 Feedback
Talent Gap Reviews
HIPO (High Potential) Advancement Plan
Executive Projects Plan
Mentorship Initiative
Thought Leadership
Recognition Wall
Cultural Awareness Guide
De-boarding Kit
Student Scouting
Bridgeable Student Database
Mid-career Recruiting
Executive Recruiting
Client Service Representatives
Strategic Marketing
Starting Gate
Orientation Session
Employee Profile Directory
Job Shadowing
Comprehensive Learning Plan
Extra Mile Incentives
16
Talent Development (HRB Model)
Best Practices
Career Monitoring
Organizational Health Survey
Corporate Compass Sessions
Corporate Knowledge Transfer
Exit Questionnaire
Exit Interview
Alumni Program