Human Resources and Talent

Management Toolkit
Overview and Approach
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
support@domontconsulting.com 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:
• Attract, develop and retain top talent with our simple and comprehensive 4-phase approach: (I) Carry out a Business Case for
change, (II) Define and communicate the HR and Talent Management Strategy, (III) Develop & Communicate the Detailed Plans,
(IV) Implement & Monitor
• (I) Carry out a Business Case for change: (1) Business opportunity & suggested solution, (2) Project objectives and key
performance indicators (KPIs), (3) Project scope, approach and high-level plan, (4) Deliverables, activities & key success factors,
(5) Strategic Alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows
and net present value, (7) Ease of implementation
• (II) Define and communicate the 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 and strategic objectives, (5) HR and talent management team and budget, (6) Governance structure, (7) Guiding principles,
(8) Ten pillars to enable the HR and talent management strategy, (9) Updated business case
• (III) Develop & Communicate the Detailed Plans: (1) Capabilities, (2) Structure & governance, (3) Culture, (4) Competency
management, (5) Recruitment, (6) Leadership development and training, (7) Mentoring, (8) Performance management and
succession, (9) Reward and recognition, (10) Reassignment or termination
• (IV) Implement & Monitor: (1) Implementation roadmap, (2) Program and project governance, (3) Project initiation, (4) Project
implementation & monitoring, (5) Post project evaluation

6
Framework
The HR and Talent Management Toolkit focuses on 10 pillars to enable the HR and
Talent Management Strategy
Corporate and Business Strategy

HR and Talent Management Strategy

10 Pillars to enable the HR and Talent Management Strategy

Structure & Competency

Capabilities Culture Recruitment
Governance Management

Leadership Performance Reward and Reassignment

Development Mentoring Management and Recognition or Termination
and Training Succession

7
4-Phase Approach
The HR and Talent Management Toolkit includes a 4-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.
Phase I: Carry out a
business case for change
1. Situation & key challenge
2. Recommendation to launch a digital
transformation
3. Reasons for launching a digital
transformation
• An increasingly “digitally friendly”
world
• A low digital maturity within our
organization
• An opportunity to generate
additional revenue
• An opportunity to decrease our
costs
• A great return on investment
• A perfect alignment with the
corporate and business strategy
Phase II: Define and
communicate the 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 and strategic objectives
5. HR and talent management team
and budget
6. Governance structure
7. Guiding principles
8. Ten pillars to enable the HR and
talent management strategy
9. Updated business case
Phase III: Develop &
Phase IV: Implement &
Communicate the Detailed
Monitor
Plans
1. Capabilities 1. Implementation roadmap
2. Structure & governance 2. Program and project governance
3. Culture 3. Project initiation
4. Competency management 4. Project implementation & monitoring
5. Recruitment 5. Post project evaluation
6. Leadership development and
training
7. Mentoring
8. Performance management and
succession
9. Reward and recognition
10.Reassignment or termination
8
Guide

You can use our deliverables directly for your own purposes. You’ll simply need to insert your logo and
adjust the slides based on the specificities of your organization.

Please note that our deliverables also include many slides with best practices, tutorials and real-life
examples to help you make the necessary adjustments based on the specificities of your organization.
These slides have an orange rectangle in the top-right corner. You may decide to delete these slides as
they are mainly there to help you fill in the rest of the deliverable. Before you do this, copy and paste this
document so you always have the original version in case you need it.

9
In the next slides, you’ll see a small preview of Phase I
Phase I: Carry out a
business case for change
1. Situation & key challenge
2. Recommendation to launch a digital
transformation
3. Reasons for launching a digital
transformation
• An increasingly “digitally friendly”
world
• A low digital maturity within our
organization
• An opportunity to generate
additional revenue
• An opportunity to decrease our
costs
• A great return on investment
• A perfect alignment with the
corporate and business strategy
Phase II: Define and
communicate the 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 and strategic objectives
5. HR and talent management team
and budget
6. Governance structure
7. Guiding principles
8. Ten pillars to enable the HR and
talent management strategy
9. Updated business case
Phase III: Develop &
Phase IV: Implement &
Communicate the Detailed
Monitor
Plans
1. Capabilities 1. Implementation roadmap
2. Structure & governance 2. Program and project governance
3. Culture 3. Project initiation
4. Competency management 4. Project implementation & monitoring
5. Recruitment 5. Post project evaluation
6. Leadership development and
training
7. Mentoring
8. Performance management and
succession
9. Reward and recognition
10.Reassignment or termination
10
 This Lean Business Case is very
Lean Business Case important as your CEO and senior
executives may not have time to deep
Project name: dive into more details. It is the first

Project description: section of the Business Case but is

often done at the end.

Project Costs Tangible Benefits Net Present Value

$4M $14M $8M

Cash Flow (US $ millions) 9.9 Change Impact

6.9

4.6

1.8

Year 1 Year 2 Year 3 Year 4 Year 5

(5.1)

Intangible Benefits Strategic Alignment High Impact

Insert your own text Insert the Strategic Objectives that the project is
aligned with

Number of Resources
12

Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

11
 s
hot
n s
ee
S cr

See below 4 screenshots from Phase I

Driver Tree Project Cash Flow

Simple Financial Model Sophisticated Financial Model

12
In the next slides, you’ll see a small preview of Phase II
Phase I: Carry out a
business case for change
1. Situation & key challenge
2. Recommendation to launch a digital
transformation
3. Reasons for launching a digital
transformation
• An increasingly “digitally friendly”
world
• A low digital maturity within our
organization
• An opportunity to generate
additional revenue
• An opportunity to decrease our
costs
• A great return on investment
• A perfect alignment with the
corporate and business strategy
Phase II: Define and
communicate the 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 and strategic objectives
5. HR and talent management team
and budget
6. Governance structure
7. Guiding principles
8. Ten pillars to enable the HR and
talent management strategy
9. Updated business case
Phase III: Develop &
Phase IV: Implement &
Communicate the Detailed
Monitor
Plans
1. Capabilities 1. Implementation roadmap
2. Structure & governance 2. Program and project governance
3. Culture 3. Project initiation
4. Competency management 4. Project implementation & monitoring
5. Recruitment 5. Post project evaluation
6. Leadership development and
training
7. Mentoring
8. Performance management and
succession
9. Reward and recognition
10.Reassignment or termination
13
HR and talent management capability maturity assessment
Current state
Current state
Level 1 - Initial
This level describes a poorly-
aligned function and has
characteristics of non-
documented strategies as well
as a reliance on manual
documents and excel sheets.
Talent shortage, low
motivation, poor workforce
performance, and rare
instances of training and
development are usual
attributes in an organization at
this maturity level.
Level 2 - Managed
An organization at this level
has informal policies for
workforce and HR function
and starts focusing on
developing the skill sets of the
workforce.
It is also at an early stage of
realization that they should
have properly documented
processes with guiding
principles, deploying trained
HR people to carry out HR
processes.
Work overload, workplace
distraction, poor
communication, and poor
morale are a few
characteristics of this level.
Level 3 - Defined
Workforce practices are
consistent, documented, and
linked to the strategic
objectives of the organization.
Workforce competencies
development gets priority and
workforce performance is
aligned to key business
activities.
Overall, HR practices are now
mature enough to give
organizations competitive
advantages.
Level 4 - Predictable Level 5 - Optimized
Organizations at this level The HR team at this stage has
have achieved the dynamics long-term and short-term
of reform, transform, and strategies cascaded from the
perform. organization’s strategy.
HR-managed practices are They are now equipped to
now stable and employee create world-class employee
engagement levels are high experiences.
enough to motivate them to
perform well. Continuous improvement,
creativity, innovation, and
There is a quantitative thereby, competitive niche are
measurement of performance the characteristics at this
that helps in the prediction of stage.
capability for performing work.
Organizations at this level
Learning and development are have many HR processes that
at their peak, triggering can be considered at the
improvements and benchmark level.
breakthroughs.
14
HR and talent management capability maturity assessment
Target state
Current state
Level 1 - Initial
This level describes a poorly-
aligned function and has
characteristics of non-
documented strategies as well
as a reliance on manual
documents and excel sheets.
Talent shortage, low
motivation, poor workforce
performance, and rare
instances of training and
development are usual
attributes in an organization at
this maturity level.
Level 2 - Managed
An organization at this level
has informal policies for
workforce and HR function
and starts focusing on
developing the skill sets of the
workforce.
It is also at an early stage of
realization that they should
have properly documented
processes with guiding
principles, deploying trained
HR people to carry out HR
processes.
Work overload, workplace
distraction, poor
communication, and poor
morale are a few
characteristics of this level.
Level 3 - Defined
Workforce practices are
consistent, documented, and
linked to the strategic
objectives of the organization.
Workforce competencies
development gets priority and
workforce performance is
aligned to key business
activities.
Overall, HR practices are now
mature enough to give
organizations competitive
advantages.
Target state
Level 4 - Predictable Level 5 - Optimized
Organizations at this level The HR team at this stage has
have achieved the dynamics long-term and short-term
of reform, transform, and strategies cascaded from the
perform. organization’s strategy.
HR-managed practices are They are now equipped to
now stable and employee create world-class employee
engagement levels are high experiences.
enough to motivate them to
perform well. Continuous improvement,
creativity, innovation, and
There is a quantitative thereby, competitive niche are
measurement of performance the characteristics at this
that helps in the prediction of stage.
capability for performing work.
Organizations at this level
Learning and development are have many HR processes that
at their peak, triggering can be considered at the
improvements and benchmark level.
breakthroughs.
15
 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
aligned function and has has informal policies for
characteristics of non- workforce and HR function
documented strategies as well and starts focusing on
as a reliance on manual Workshops, interviews and surveys
developing the skill sets of the will help you
documents and excel sheets. assess the current state and target state
workforce.
organization.
Talent shortage, low It is also at an early stage of
motivation, poor workforce realization that they should
performance, and rare have properly documented
instances of training and processes with guiding
development are usual principles, deploying trained
attributes in an organization at HR people to carry out HR
this maturity level. processes.
Work overload, workplace
distraction, poor
communication, and poor
morale are a few
characteristics of this level.
Workforce practices are
consistent, documented, and
linked to the strategic
objectives of the organization.
of your competencies
Workforce
development gets priority and
workforce performance is
aligned to key business
activities.
Overall, HR practices are now
mature enough to give
organizations competitive
advantages.
Organizations at this level The HR team at this stage has
have achieved the dynamics long-term and short-term
of reform, transform, and strategies cascaded from the
perform. organization’s strategy.
Your target state does not have to always be the level
HR-managed practices
5. Your target stateare They
will depend onare
yournow equipped
current stateto
now stable
and howandcritical
employee create
HR and talent world-class
management is employee
for
engagement levels are high
your organization. experiences.
enough to motivate them to
perform well. Continuous improvement,
creativity, innovation, and
There is a quantitative thereby, competitive niche are
measurement of performance the characteristics at this
that helps in the prediction of stage.
capability for performing work.
Organizations at this level
Learning and development are have many HR processes that
at their peak, triggering can be considered at the
improvements and benchmark level.
breakthroughs.

16
In the next slides, you’ll see a small preview of Phase III
Phase I: Carry out a
business case for change
1. Situation & key challenge
2. Recommendation to launch a digital
transformation
3. Reasons for launching a digital
transformation
• An increasingly “digitally friendly”
world
• A low digital maturity within our
organization
• An opportunity to generate
additional revenue
• An opportunity to decrease our
costs
• A great return on investment
• A perfect alignment with the
corporate and business strategy
Phase II: Define and
communicate the 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 and strategic objectives
5. HR and talent management team
and budget
6. Governance structure
7. Guiding principles
8. Ten pillars to enable the HR and
talent management strategy
9. Updated business case
Phase III: Develop &
Phase IV: Implement &
Communicate the Detailed
Monitor
Plans
1. Capabilities 1. Implementation roadmap
2. Structure & governance 2. Program and project governance
3. Culture 3. Project initiation
4. Competency management 4. Project implementation & monitoring
5. Recruitment 5. Post project evaluation
6. Leadership development and
training
7. Mentoring
8. Performance management and
succession
9. Reward and recognition
10.Reassignment or termination
17
Current State Structure
Company XYA is currently using a functional [insert name of your structure] structure

CEO

Strategy Production Marketing Sales

18
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

19
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
undifferentiated markets expertise can become rigid and
• Organisations with well- • Clear functional divisions stifling
understood customer drive strong accountability • Communication between
requirements and control by function 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
product development can occur
• Supports common culture
lifecycles
and values
• Organisations where there
is minimal need for
interdependency between
functions

20
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
are multiple products for cycles • Does not support
different customers • Clear product divisions coordination of geographic
• Organisations where there drive strong accountability areas and responsiveness
are low synergies between and control by product to local conditions and
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

21
Role Profile Template
Enter the name of the Business Enter your own text
Role Reports to Enter your own text Enter your own text Location
role/job title Unit (e.g., New York)

Role summary Key activities Key performance indicators Scope of the role

In this box, enter the key aspects of the role.
Ensure this is specific to the role and doesn’t
describe general business deliverables. Focus
on the outputs of the role and the impact the
role has on achieving business objectives.
Try to follow a logical sequence. If there is a Insert your own text (e.g., sales generated) Position profile: Defines the position
shared responsibility, mention it in brackets. requirements in term of education &
For each activity, start with a verb, describe experience background, personal
what is done, and why it is done. competencies, functional skills & languages.

Position’s requirements

Defines in this box the position requirements in

term of education & experience background,
personal competencies, functional skills &
languages.

22
 s
hot
n s
ee
S cr

See below 4 screenshots from Phase III

Balanced Scorecard in Excel Competency Map

Core capabilities Implementation Roadmap

23
In the next slides, you’ll see a small preview of Phase IV
Phase I: Carry out a
business case for change
1. Situation & key challenge
2. Recommendation to launch a digital
transformation
3. Reasons for launching a digital
transformation
• An increasingly “digitally friendly”
world
• A low digital maturity within our
organization
• An opportunity to generate
additional revenue
• An opportunity to decrease our
costs
• A great return on investment
• A perfect alignment with the
corporate and business strategy
Phase II: Define and
communicate the 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 and strategic objectives
5. HR and talent management team
and budget
6. Governance structure
7. Guiding principles
8. Ten pillars to enable the HR and
talent management strategy
9. Updated business case
Phase III: Develop &
Phase IV: Implement &
Communicate the Detailed
Monitor
Plans
1. Capabilities 1. Implementation roadmap
2. Structure & governance 2. Program and project governance
3. Culture 3. Project initiation
4. Competency management 4. Project implementation & monitoring
5. Recruitment 5. Post project evaluation
6. Leadership development and
training
7. Mentoring
8. Performance management and
succession
9. Reward and recognition
10.Reassignment or termination
24
 Best practice

Governance model to implement the 10 pillar that will enable our HR and
talent management strategy
Caption:
Executive Sponsor
PM: Project Manager
CHRO
CM: Change Manager
SMEs: Subject Matter Experts

Program Director
Insert name

Project
Project
Project Project “Reassignme
Project “Performance Project
Project “Structure Project Project “Talent Project nt or
“Competency Management “Reward and
“Capabilities” and “Culture” “Recruitment” Development “Mentoring” Termination
Management” and Recognition”
Governance” and Training” of
Succession”
Employment”

PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name PM: Insert name
CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name CM: Insert name
SMEs: Insert SMEs: Insert It is very
SMEs: Insertcommon to have
SMEs: Insert 1 project manager
SMEs: Insert responsible for multiple
SMEs: Insert projects.
SMEs: Insert For example,
SMEs: Insertyou may haveInsert
SMEs: 1 project manager
SMEs: Insert
names names names names names names names names names names
responsible for the projects “Performance Management and Succession” and “Reward and Recognition”, as these 2 projects are
highly interrelated.
Structure of the Toolkit
The HR and Talent Management Toolkit includes 350 Powerpoint slides, 15 Excel sheets and 36 minutes of
Video training categorized in 4 folders that you can download on your device immediately after purchase.

+ +
350 editable Powerpoint slides* 15 editable Excel sheets* 36-min Video training

1 2 3 4

Overview and Phase I - Carry out a Phase II - Assess Phase III - Define &
approach Business Case for Current State & Design Implement Roadmap
Change Future State

*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 the understanding of our clients only count for 1 Powerpoint slide.

26
Key Benefits of our Management Consulting Toolkits
Improve the growth & efficiency
of your organization by leveraging
Management Consulting Toolkits
created by ex-McKinsey, Deloitte &
BCG Consultants.
Get the job done quicker and
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our ready-made and fully editable
Frameworks, Tools & Templates in
Powerpoint & Excel.
Get free support and advice from
our ex-McKinsey, Deloitte & BCG
Management Consultants.
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27
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