Talent Management Consulting

Talent Management is...

most effective when it is driven by business strategy and cultural objectives.  Decisions about people — and the processes used to hire, develop and retain people — are aligned to support and achieve desired business outcomes.

The right balance of talent management investments create value as well as manage costs.  Establishing results measures and process measures are essential to define and assess both the current state and desire future state (what might good or excellent look like), and to measure progress along the way.

A holistic talent management capability ensures your organization has a sufficient pipeline of talent to deliver value to your customers through your product/service offering and business operations.  Out of necessity, it needs to integrate core HR processes of talent acquisition (recruiting, selection, and onboarding), career development, learning management, performance management, succession management, and compensation.

Keller Glade Talent Consulting delivers services in the following areas, all geared towards supporting a holistic talent management capability with measurement of outcomes:

Succession management uses a deliberate process to ensure business continuity and growth by having a sufficient pipeline of talent for critical roles.

  • We will work with you to manage through a succession planning cycle that includes the following steps:
    1. Identify Critical Roles
    2. Create Current- and Future-Based Competency Profiles
    3. Identify Talent Pools
    4. Review and Assess Talent
    5. Nominate Individuals for Succession and Create Development Plans
    6. Accelerate Development of Key Individuals
  • The succession plans we create will be simple and realistic, facilitating the development process.

Learning platforms typically outline the resources allocated to support a developmental progression of learning resources across a business.  These may include technical (functional / department) competencies as well leadership competencies.

We are able to provide guidance and execute on the following points to build your learning platform:

  • Create a learning decision matrix of job function and organizational leadership hierarchy of roles
  • Within the matrix, identify optimal learning delivery channel for each content component, e.g.
    1. Virtual (e.g., webinar, e-learning, etc.)
    2. Classroom
    3. Blended delivery
  • Specify sourcing of learning content: 
      1. Build in-house
      2. Buy pre-packaged content
      3. Buy from / collaborate with third parties for instructional design
  • Create plan for delivery resources:
      1. In-house (HR, SME, etc.)
      2. Vendor or other 3rd party
      3. Blend of both / co-facilitation and/or train the trainer model
  • Create framework and list of content elements to be included for build-out in a “training catalog” (e.g.  LMS, online portal, print). 
  • Create learning measurement and evaluation of process and outcomes

Effective change management, in any organization, requires leaders to ensure all communications about the change support both the business strategy and the transitional process that all people go through in response to change:

  • Communications must be crafted and managed so that vision and business strategy – the “why” behind the change – is clear and engaging.
  • Employees must be able to discuss the change openly in Q&A with their management.  This includes their immediate manager, who needs to appreciate both the large-scale organizational impact of the change and how it will impact employees’ day-to-day ability to perform successfully.
  • This requires managers at all levels to engage with their teams to be fully aware of the impact of the change in the business, to provide coaching, and address issues of resistance and support.

We can provide guidance on the planning and execution of effective change management in relation to your organizational strategy and initiatives.

Innovation Management first requires a business appreciation of the marketplace for products and services, then the ability to conceive of and incubate creative ideas for new products and services that are likely to succeed.  The incubation process needs to be well-managed in order to transition into the commercialization of a successful product or service in the marketplace.

  • There are several decision-making biases that can interfere with effective Innovation Management.  These include framing blindness, status quo, loss aversion (or sunk cost), groupthink, and confirming evidence.
  • Managing innovation requires at least two disciplines through the innovation cycle of Ideation, Incubation, and Commercialization:
    1. Ensuring sound team formation and development by assessing individual differences in approaches to creativity.  This ensures that innovation teams have the right mix of individual capability applied to each of these phases in support of your overall business solution.
    2. Managing an effective decision-making process in each phase of the process and the associated organizational dynamics.  Effective decision making is grounded in effective framing, harnessing and leverage information, and team engagement.


With the support of affiliate partners in innovation management and decision making, we can help you gain competitive advantage by strategically aligning team leadership with your R&D, creative brainstorming, and new initiatives for product and service development or internal process improvement.

Onboarding is a disciplined talent development process that includes effective orientation to the company and/or a new role, but also integrates and speeds-up the relationship-building process with key stakeholders, both internal and external.  Anyone who works with a new hire needs to be a partner to their success.  

  • An effective onboarding process reduces the time and effort needed by the new hire to ramp their productivity.  Improvements to how this process is managed result in new hires learning their job responsibilities more quickly and developing a clearer view of expectations from their management, their peers/colleagues, and their customers. 
  • Organizations that assess and optimize their onboarding processes from both tactical and relational perspectives reduce both voluntary and involuntary turnover through higher quality management that results in increased employee engagement.
  • It takes a lot of time and money to hire and bring on new team members.  It costs more time and money to replace them when they leave. A lot has been written about the importance of 90-day plans, and for good reason.  Studies show that over 80% of new hires don’t become fully committed to their job until after 6 months.
  • A good onboarding process will increase engagement, productivity, and retention of your new employees, in any role and at any level of your company.  

We can assess your current process and work with you to implement solutions, including 90-day plans, that will make a measurable difference on these success factors.

Bringing teams together to quickly become productive and thrive and not stumble is essential in today’s agile world.  This can be achieved through a focus on selecting the necessary skills and experience among team members relevant to the task, and by also supporting the development of their team dynamics as they form and norm around their collaborative efforts.

  • A recent study published by McKinsey:  How to select and develop individual for successful agile teams:  A practical guide, highlighted 3 capabilities that are essential to assess for success in an agile work environment:
    1. Handling ambiguity without losing focus
    2. Concentrate on outcome over processes
    3. Work and contribute by being a team member
  • Using the ISPI (Innovative Strengths Preference Indicator Assessment, we can help you identify these and other relevant capabilities to select your teams more effectively.
    • Team development can also be accelerated by utilizing a DiSC assessment to build additional understanding of individual team members strengths in a collaborative environment, including productive conflict management


Contact us to discuss how you use teams in your business, and the opportunities that are available to increase their productivity and performance.

There are 3 keys to effective performance management in any business:

  1. Clear alignment of individual, team and department goals to the overall vision, strategy and objectives of the organization.  Individuals should be able to have a line of sight to how their work contributes to the overall direction of their business, regardless of their role or level.
  2. Clear and mutually discussed expectations for each individual employee with their direct supervisor, and a culture that supports open, two-way dialogue and feedback that is positive as well as constructive.
  3. A performance management system that supports and doesn’t detract from these points, and also does not make annual or semi-annual processes cumbersome.


Keller Glade Talent Consulting is experienced in building and improving performance management processes in a variety of organizations across different industries.  We can evaluate your current process and recommend solutions.

Ready to get started?