HR and Talent Management Toolkit Information

1. 1
Frameworks, Best Practices & Templates
created by ex-McKinsey, Deloitte & BCG
Management Consultants
Human Resources and
Talent Management Toolkit
Overview and Approach

2. Introduction
2
“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 sales@slidebooks.com and
one of our ex-McKinsey, Deloitte & BCG Management Consultants will get
back to you within 2 business days.”
Aurelien Domont
Management Consultant
Slidebooks Consulting Managing Director

3. Context
Human Resources and Talent Management have never been more important
3
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.

4. Problem
The HR function is often barely contributing to organizational performance
4
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 talented
people
…know who are high
and low performers
…retain high
performers
…develop people
quickly and effectively
…quickly remove low
performers
18% 14% 7% 3% 3%

5. 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
5
Toolkit
Tools
Templates
Step-by-step Tutorials
Real-life Examples
Best Practices
Support from Tier-1
Management
Consultants
Frameworks
The HR and Talent Management Toolkit includes:

6. Objectives
The HR and Talent Management Toolkit includes frameworks, tools, templates, tutorials,
real-life examples and best practices to help you:
6
• 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,
scope & approach, (3) Project deliverables & business outcomes, (4) Strategic alignment, (5) Dependencies &
constraints, (6) Risk assessment & mitigation, (7) Change impact assessment, (8) Project costs, (9) Benefits, (10) Net
present value, (11) Key success factors & KPIs
• (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

7. Framework
The HR and Talent Management Toolkit focuses on 10 pillars to enable the HR and
Talent Management Strategy
7
10 Pillars to enable the HR and Talent Management Strategy
HR and Talent Management Strategy
Corporate and Business Strategy
Capabilities
Structure &
Governance Culture
Competency
Management
Recruitment
Leadership
Development
and Training
Mentoring
Performance
Management and
Succession
Reward and
Recognition
Reassignment
or Termination

8. 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.
8
Phase I: Carry out a
business case for change
Phase III: Develop &
Communicate the Detailed
Plans
Phase IV: Implement &
Monitor
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
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
1. Business opportunity & suggested
solution
2. Project objectives, scope & approach
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Implementation roadmap
2. Program and project governance
3. Project initiation
4. Project implementation & monitoring
5. Post project evaluation

9. Guide
9
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.

10. In the next slides, you’ll see a small preview of Phase I
10
Phase I: Carry out a
business case for change
Phase III: Develop &
Communicate the Detailed
Plans
Phase IV: Implement &
Monitor
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
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
1. Business opportunity & suggested
solution
2. Project objectives, scope & approach
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Implementation roadmap
2. Program and project governance
3. Project initiation
4. Project implementation & monitoring
5. Post project evaluation

11. Change Impact
High Impact
Net Present Value
$8M
Number of Resources
12
Change Manager
John Doe
Cash Flow (US $ millions)
Project Sponsor
John Doe
Intangible Benefits
Insert your own text
Project Costs
$4M
Tangible Benefits
$14M
Project Manager
John Doe
Strategic Alignment
Insert the Strategic Objectives that the project is
aligned with
Lean Business Case
Project name:
Project description:
11
(5.1)
1.8
4.6
6.9
9.9
Year 1 Year 2 Year 3 Year 4 Year 5
This Lean Business Case is very
important as your CEO and senior
executives may not have time to deep
dive into more details. It is the first
section of the Business Case but is
often done at the end.

12. See below 4 screenshots from Phase I
12
Driver Tree
Simple Financial Model
Project Cash Flow
Sophisticated Financial Model

13. In the next slides, you’ll see a small preview of Phase II
13
Phase I: Carry out a
business case for change
Phase III: Develop &
Communicate the Detailed
Plans
Phase IV: Implement &
Monitor
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
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
1. Business opportunity & suggested
solution
2. Project objectives, scope & approach
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Implementation roadmap
2. Program and project governance
3. Project initiation
4. Project implementation & monitoring
5. Post project evaluation

14. 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.
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.
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.
Organizations at this level
have achieved the dynamics of
reform, transform, and
perform.
HR-managed practices are
now stable and employee
engagement levels are high
enough to motivate them to
perform well.
There is a quantitative
measurement of performance
that helps in the prediction of
capability for performing work.
Learning and development are
at their peak, triggering
improvements and
breakthroughs.
The HR team at this stage has
long-term and short-term
strategies cascaded from the
organization’s strategy.
They are now equipped to
create world-class employee
experiences.
Continuous improvement,
creativity, innovation, and
thereby, competitive niche are
the characteristics at this
stage.
Organizations at this level
have many HR processes that
can be considered at the
benchmark level.
HR and talent management capability maturity assessment
Current state
14
Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized
Current state

15. 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.
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.
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.
Organizations at this level
have achieved the dynamics of
reform, transform, and
perform.
HR-managed practices are
now stable and employee
engagement levels are high
enough to motivate them to
perform well.
There is a quantitative
measurement of performance
that helps in the prediction of
capability for performing work.
Learning and development are
at their peak, triggering
improvements and
breakthroughs.
The HR team at this stage has
long-term and short-term
strategies cascaded from the
organization’s strategy.
They are now equipped to
create world-class employee
experiences.
Continuous improvement,
creativity, innovation, and
thereby, competitive niche are
the characteristics at this
stage.
Organizations at this level
have many HR processes that
can be considered at the
benchmark level.
HR and talent management capability maturity assessment
Target state
15
Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized
Current state Target state

16. 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.
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.
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.
Organizations at this level
have achieved the dynamics of
reform, transform, and
perform.
HR-managed practices are
now stable and employee
engagement levels are high
enough to motivate them to
perform well.
There is a quantitative
measurement of performance
that helps in the prediction of
capability for performing work.
Learning and development are
at their peak, triggering
improvements and
breakthroughs.
The HR team at this stage has
long-term and short-term
strategies cascaded from the
organization’s strategy.
They are now equipped to
create world-class employee
experiences.
Continuous improvement,
creativity, innovation, and
thereby, competitive niche are
the characteristics at this
stage.
Organizations at this level
have many HR processes that
can be considered at the
benchmark level.
HR and talent management capability maturity assessment
Target state
16
Level 1 - Initial Level 2 - Managed Level 3 - Defined Level 4 - Predictable Level 5 - Optimized
Current state Target state
Tutorial
Workshops, interviews and surveys will help you
assess the current state and target state of your
organization.
Your target state does not have to always be the level
5. Your target state will depend on your current state
and how critical HR and talent management is for
your organization.

17. In the next slides, you’ll see a small preview of Phase III
17
Phase I: Carry out a
business case for change
Phase III: Develop &
Communicate the Detailed
Plans
Phase IV: Implement &
Monitor
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
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
1. Business opportunity & suggested
solution
2. Project objectives, scope & approach
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Implementation roadmap
2. Program and project governance
3. Project initiation
4. Project implementation & monitoring
5. Post project evaluation

18. Current State Structure
Company XYA is currently using a functional [insert name of your structure] structure
18
CEO
Strategy Production Marketing Sales

19. Potential Structure Options
We are considering 6 types of organizational structures for our target state
19
Functional Structure
CEO
Strategy Production Marketing Sales
Product-based Structure Geographic-based Structure
CEO
Cars
Battery
Storage
Solar Roofs
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
CEO
Asia Europe
North
America
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Process-based Structure
CEO
Exploration Refining Distribution
Customer-based Structure
CEO
Urgent care Emergency care Inpatient care
Human Resources
Finance
Community
Relations
Strategy
Product
Marketing Sales
Strategy
Product
Marketing Sales
Matrix Structure
(e.g. Products x Geographic-based)
CEO
Cars
Battery
Storage
Solar
Roofs
America
Europe
Asia

20. Potential Structure Options
Zooming in on the Functional Structure
20
Functional
Structure
Appropriate for Advantages Disadvantages
• Organisations which sell a
low-price product and need
to keep costs down
• Organisations with stable,
undifferentiated markets
• Organisations with well-
understood customer
requirements
• Organisations with one or
two product lines
• Organisations with long
product development
lifecycles
• Organisations where there
is minimal need for
interdependency between
functions
• Resource-efficient and
maximises margins through
leveraging economies of
scale and functional
expertise
• Clear functional divisions
drive strong accountability
and control by function
• Drives common standards,
collaboration, specialism
and attention to quality
within each function
• Supports common culture
and values
• Less responsive and
adaptive to market and
customer needs
• Hierarchy and bureaucracy
can become rigid and
stifling
• Communication between
divisions can be limited and
inadequate leading to silo
mentality
• Interdepartmental conflict
can occur

21. Potential Structure Options
Zooming in on the Product-based Structure
21
Product-based
Structure
Appropriate for Advantages Disadvantages
• High-technology
organisations where global
product excellence is key
• Organisations where there
are multiple products for
different customers
• Organisations where there
are low synergies between
the different product
divisions (i.e., different
distribution channels,
purchasing processes,
operating requirements,
competitive environments)
• Organisations where
product development
cycles are key, either
because they are typically
very short or long
• Allows a strong focus on
producing high quality
products and ensuring
short product development
cycles
• Clear product divisions
drive strong accountability
and control by product
• Allows products to be
divested/added with
minimal disruption to the
rest of the business
• Poor resource efficiency
because of duplication of
effort and loss of
economies of scale
• Does not support
coordination of geographic
areas and responsiveness
to local conditions and
customers may need to
work with more than one
division
• Temptation to work in
product-based silos
• Sometimes drives
competition between
business units for
resources

22. Role Profile Template
22
Role summary Key activities Key performance indicators Scope of the role
Enter the name of the
role/job title
Role Enter your own text
Reports to Enter your own text
Business
Unit
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.
Insert your own text (e.g., sales generated)
Try to follow a logical sequence. If there is a
shared responsibility, mention it in brackets.
For each activity, start with a verb, describe
what is done, and why it is done.
Position profile: Defines the position
requirements in term of education &
experience background, personal
competencies, functional skills & languages.
Enter your own text
(e.g., New York)
Location
Position’s requirements
Defines in this box the position requirements in
term of education & experience background,
personal competencies, functional skills &
languages.

23. See below 4 screenshots from Phase III
23
Balanced Scorecard in Excel
Core capabilities
Competency Map
Implementation Roadmap

24. In the next slides, you’ll see a small preview of Phase IV
24
Phase I: Carry out a
business case for change
Phase III: Develop &
Communicate the Detailed
Plans
Phase IV: Implement &
Monitor
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
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
1. Business opportunity & suggested
solution
2. Project objectives, scope & approach
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Implementation roadmap
2. Program and project governance
3. Project initiation
4. Project implementation & monitoring
5. Post project evaluation

25. Governance model to implement the 10 pillar that will enable our HR and
talent management strategy
Program Director
Insert name
Project
“Capabilities”
Executive Sponsor
CHRO
PM: Insert name
CM: Insert name
SMEs: Insert
names
Caption:
PM: Project Manager
CM: Change Manager
SMEs: Subject Matter Experts
Project
“Structure
and
Governance”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Culture”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Competency
Management”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Recruitment
”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Talent
Development
and Training”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Mentoring”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Performance
Management
and
Succession”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Reward and
Recognition”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Project
“Reassignme
nt or
Termination
of
Employment”
PM: Insert name
CM: Insert name
SMEs: Insert
names
Best practice
It is very common to have 1 project manager responsible for multiple projects. For example, you may have 1 project manager
responsible for the projects “Performance Management and Succession” and “Reward and Recognition”, as these 2 projects are
highly interrelated.

26. Structure of the Toolkit
The HR and Talent Management Toolkit includes 400 Powerpoint slides and 20 Excel sheets categorized in
4 folders that you can download on your device immediately after purchase.
26
1 2 3 4
Overview and
approach
Phase I - Carry out a
Business Case for
Change
Phase II - Assess
Current State & Design
Future State
Phase III - Define &
Implement Roadmap
400 editable Powerpoint slides* 20 editable Excel sheets*
+
*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.

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