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
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:
• 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 & Succession 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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Structure 2. Current state 2. Current state
3. Roles and responsibilities 3. Future state
3. Future state 4. Governance 3. Design principles 3. Future state
4. Gap analysis 5. Workforce size 4. Future state
6. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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 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.

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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Structure 2. Current state 2. Current state
3. Roles and responsibilities 3. Future state
3. Future state 4. Governance 3. Design principles 3. Future state
4. Gap analysis 5. Workforce size 4. Future state
6. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Roles and responsibilities 2. Current state 2. Current state 3. Future state
3. Future state 3. Governance 3. Design principles 3. Future state
4. Gap analysis 4. Workforce size 4. Future state
5. Location model

Performance Management Reward and Reassignment &

Talent Development Mentoring
& Succession Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance management & recognition reassignment & termination
2. Current state succession 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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.
11
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.
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
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.

13
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Structure 2. Current state 2. Current state
3. Roles and responsibilities 3. Future state
3. Future state 4. Governance 3. Design principles 3. Future state
4. Gap analysis 5. Workforce size 4. Future state
6. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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
• Organisations that are
spread nationally or
internationally, where
business environment
varies by geography, local
value creation is key and
customers in different
regions have different
needs
Geographic- • Businesses where it makes
based Structure sense to produce the
product locally rather than
transport it
Advantages
• Enables recognition of
local cultures and
operating conditions
through closeness to the
customer
• Clear geographic divisions
drive strong accountability
and control by geography
• Easy to add new products
into particular geographies
Disadvantages
• Poor resource efficiency
because of duplication of
effort and loss of
economies of scale
• Difficult to develop
consistent global practices
and apply a global strategy.
Can lead to inconsistency
in product delivery as
decision making is based
around regions, not
products
• Implementing changes
across all divisions can be
slow and difficult
• Can lead to conflict
between regions and HQ
19
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Structure 2. Current state 2. Current state
3. Roles and responsibilities 3. Future state
3. Future state 4. Governance 3. Design principles 3. Future state
4. Gap analysis 5. Workforce size 4. Future state
6. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Roles and responsibilities 2. Current state 2. Current state 3. Future state
3. Future state 3. Governance 3. Design principles 3. Future state
4. Gap analysis 4. Workforce size 4. Future state
5. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
List of potential initiatives in Excel

24
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Roles and responsibilities 2. Current state 2. Current state 3. Future state
3. Future state 3. Governance 3. Design principles 3. Future state
4. Gap analysis 4. Workforce size 4. Future state
5. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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

26
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

27
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.

28
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 1. The importance of 1. The importance of recruitment
management governance organizational culture competency management 2. Current state
2. Current state 2. Roles and responsibilities 2. Current state 2. Current state 3. Future state
3. Future state 3. Governance 3. Design principles 3. Future state
4. Gap analysis 4. Workforce size 4. Future state
5. Location model

Performance & Reward and Reassignment &

Talent Development Mentoring
Succession Management Recognition Termination
1. The importance of talent 1. The importance of mentoring 1. The importance of 1. The importance of reward and 1. The importance of
development 2. Current state performance & succession recognition reassignment & termination
2. Current state management 2. Current state 2. Current state
3. Future state
3. Future state 2. Current state 3. Future state 3. Future state
3. Future state

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
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

30
 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

31
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

32
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
used to be able to do
Insert what the employee, customer or user
will be able to do with this new change
Describe the rational behind the decision to do Insert the different stakeholder groups Insert what we will do to ensure proper
this change impacted by this change adoption of the change (i.e. communication,
training, pilot group,…)

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

33
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.

400 editable Powerpoint slides*

20 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

34
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
never start from scratch
again with 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.
Make a great investment for
Get a competitive advantage.
your career & organization. It
It’s like hiring Management
cost us US$8M+ over the
Consultants to create all the
past 10 years to create all
practical Frameworks, Tools
our Toolkits. Get them for a
& Templates you need.
fraction of this cost.
Don't reinvent the wheel. We
Improve the capabilities of
have already worked 30,000+
your organization by learning
hours over the past 10 years
how the Fortune 100 and
to create all the Management
Global Consulting Firms do it.
Consulting Toolkits you need.
Become your organization’s
Decrease your costs. Hiring
subject matter expert and
tier-1 Consultants for a
impress your stakeholders
project would cost you
with world-class approaches
$300k+. Way more expensive
to resolve common business
than our Toolkits, which will
problems.
last you a lifetime!
35
What our clients say about our Toolkits
Reviews imported from Facebooks, Amazon and Klaviyo

See more reviews >

36
Join the 200,000+ Executives, Consultants & Entrepreneurs already leveraging our
Business & Consulting Toolkits to improve the performance of their organization and
boost their own career.

Trusted by small and large organizations Customer satisfaction

4.8
Number of countries leveraging our Business & Consulting Toolkits Number of professionals
leveraging our Business &
160+ Consulting Toolkits
200,000+

Daily rate of our ex-McKinsey,

Deloitte and BCG Management
Consultants
$3k-$4k

37
Interested in more than 1 Toolkit?
Access all our Toolkits for half the price with our Gold Access

Gold Access
Click here to learn more

38
Need additional help on top of our Management Consulting Toolkits?
Send us a brief and we’ll find you the right talent from our network of 500 tier-1 Management
Consultants (the average daily rate is $3k)

Click here to send us a Project Brief

This was just a small preview.

www.domontconsulting.com

40