hr_Develop_a_Talent_Management_Framework_Storyboard.pptx

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Develop a Talent
Management Framework
Break down silos with an integrated talent management model.

McLean & Company | 2
• Talent management (TM) includes programs and processes that support the evaluation, performance, growth, and mobility of
employees within the organization.
• The benefits of a purposeful and effective talent management framework are felt throughout the organization, enabling greater
financial gains, higher performance, improved retention, and employee engagement.
• Organizations often struggle to make the most of a talent management framework despite its clear benefits.
• Organizations often rush to implement a full portfolio of talent management programs without reflecting on which ones are really
needed to support their organizational objectives.
• Beyond this, talent management programs regularly exist in silos, resulting in an inefficient use of resources, duplication of effort,
and a limited ability to strategically leverage talent.
• Develop an integrated talent management framework, also known as a talent management strategy, that purposefully selects and
aligns TM programs (i.e. competency framework, performance management, high-potential, succession planning, career pathing,
job rotations) to the needs of the organization.
• Reduce inefficient silos by identifying intentional connections between TM programs and peripheral HR programs and processes
(e.g. learning & development, talent acquisition, total rewards).
Talent management requires an integrated approach that prevents siloed practices and delivers on key talent
and organizational objectives.

• a high-level overview of HR priorities
that informs the creation of targeted HR initiatives based
on the key talent implications required to achieve strategic
objectives.
• uses strategic-level inputs, including
the talent strategy, to create a curated framework of talent
programs with intentional connections between them.
See McLean & Company’s Create a Talent Strategy
blueprint for guidance on building a comprehensive
talent strategy to support organizational goals.
Other common programs include:
• High-Potential (hi-po)
• Succession Planning
• Career Pathing
• Job Rotation
Foundational programs include:
• Competency Framework
• Performance Management (PM)
An integrated TM framework, also known as a TM strategy, identifies intentional
connections between talent programs and supports links to peripheral HR programs
and processes (e.g. learning & development, talent acquisition, total rewards).
This blueprint focuses on creating an integrated
talent management framework:
includes programs and processes that
support the evaluation, performance, growth, and mobility of employees within
the organization.
See Appendix I for definitions of programs and a glossary
of terms.
Regardless of how organizations define TM, the foundational programs are universal and
intentional linkages are required between TM programs for the framework to be
successful.

While organizations rank TM as one of the most important service
areas, it is also one of the areas they are least satisfied with.
Source: McLean & Company HRSM Survey, 2021; N=3,621
The ability for organizations to fill leadership roles internally is
declining:
2011 2014 2017 2021
Leadership bench strength (% of respondents)
(DDI Global Leadership Forecast, 2021)
18%
15% 14%
11%
Source: McLean & Company/SHRM Benchmark Survey, 2019; N=102
of organizations only being able to fill a small proportion
(i.e. <25%) of open positions with internal candidates.
• Inefficient use of resources and duplication of effort
• Limited ability to leverage valuable data from multiple
sources to inform decision making (i.e. across TM
programs)
• Limited ability to strategically leverage talent in response to
organizational needs
• Difficulty integrating information and experiences across the
employee lifecycle to support leadership development

Two of the top reasons for employee departure are:
1. Opportunities for career advancement
2. Opportunities for career-related skill development
Source: McLean & Company Exit Survey Database, 2018-2021;
N=14,870-19,431
Source: McLean & Company Engagement Survey Database, 2018-
2021; N=123,181
22%
78%
Engaged Not Engaged
Organizations with a
documented TM strategy
report significantly higher
performance.
Source: McLean & Company, 2021
HR Trends Report; N=408
Employees who believe there is the potential for career
advancement are more likely to report being engaged in
their role:
Purposeful TM:
Allows organizations to move talent
quickly to respond to strategic needs
Creates a positive employee experience
Leverages HR as a strategic partner
Together, these
aspects of purposeful
TM drive financial
performance
(McKinsey & Company)
(McKinsey & Company)
Overall
performance
Talent
attraction
Talent
retention

Talent management requires an integrated approach that prevents siloed practices
and delivers on key talent and organizational objectives.

After completing this step you will have:
• Identified key stakeholders and
created a project team.
• Reviewed strategic documents to
uncover TM needs.
• Defined the TM purpose.

The project team composition depends on the size of the organization. Larger organizations
may opt for a project team including senior leaders and HR functional group members,
whereas smaller organizations may have a single project owner (e.g. TM Director).
• An executive who understands the importance
of creating an integrated TM framework
• Leverages influence to communicate high-level outcomes of an integrated TM
framework to generate buy-in for the project.
• Champions the importance of developing and implementing an integrated TM
framework across the organization.
• Individuals from various departments (e.g.
Communications, IT) who have unique expertise
that can support the TM framework
• Employees from varying levels and roles across
the organization (e.g. HRBPs, ERGs)
• Provide knowledge and expertise as needed (e.g. opportunities for TM
technology integration, communication of TM programs/processes internally).
• Provide feedback as needed on TM programs and considerations for an
inclusive TM framework.
• TM program (succession, hi-po, etc.) owners
• Members from HR functional groups (e.g. TR,
L&D, DEI) whose work is interdependent with TM
• Consult with subject matter experts and contributors as needed.
• Identify and assess linkages and gaps in current TM programs based on
identified needs.
• Support the design of TM programs to address gaps.
• Identify opportunities to incorporate inclusive TM practices.
Record the project team in tab
2 of the Talent Management
Framework Workbook.
• Chief Human Resources Officer, Senior TM
Leader, TM Manager
• Works with the executive team to gather resources for the project and aligns
project goals with organizational priorities.
• Manages the team’s progress.

Review the organizational strategy to identify opportunities to leverage
an integrated TM framework (e.g. incorporating key competencies and
behaviors related to the ideal future state of the organization into current
TM practices).
• Strategic roadmap/plan: organizational projects, goals, metrics, and
timelines
• Mission, vision, and values: ideal future state and desired culture for
the organization
Organizational strategy
1
Review the strategic pillars, HR outcomes, and HR initiatives to identify
gaps or opportunities to leverage current TM programs (e.g. related to
critical roles or functions that support the organization’s strategic
objectives).
Talent strategy
2
To help gather strategic information, see McLean & Company’s
Strategy Discovery Tool and Standard PESTLE Analysis Template.
Document talent management needs in tab 3 of the Talent
Management Framework Workbook.
Review available strategic documents to identify gaps and opportunities to
connect current TM practices and HR programs (e.g. linking PM to L&D) and
differentiate the organization from competitors.
• Diversity, equity, and inclusion (DEI) strategy, including the employee
lifecycle analysis
• Employee value proposition (EVP)
• Workforce planning
• External analysis (e.g. labor force analysis, PESTLE, industry trends)
Additional strategic documents
3
Review available data from associated HR programs (e.g. talent
acquisition, learning & development) to identify TM needs (e.g. turnover
data, engagement retention drivers, manager relationships, L&D
participation and completion rates).
Talent data
4
TM is strongly connected to other HR programs. Be sure to explore
opportunities to align the TM framework with other strategic HR
initiatives (e.g. associated with L&D, TA) to support long-term success.

Refer to McLean & Company’s HR Metrics and Analytics Selection Guide throughout this blueprint for a full list of possible metrics to
evaluate the TM framework and individual TM programs. Metrics for the TM framework will be selected in Step 4.
Document the TM purpose in tab 3 of the
Talent Management Framework Workbook.
Considerations: Examples:
1. What are the desired
outcomes of TM?
• Ensure equitable access within the internal leadership pipeline
• Improve employee retention
• Increase leadership bench strength
• Improve employee productivity
2. Do TM needs differ
across employee levels,
segments, or
demographic groups?
How?
• Prioritize retention of early-career employees
• Build accountability for inclusive leadership behaviors for
managers
• Identify future talent for critical leadership roles
• Increase internal mobility for top talent
3. What are the benefits of
creating intentional
linkages between TM
programs?
• Ensure the consistency and objectivity of TM decisions
• Increase efficiency of TM programs
• Improve transparency of TM decisions for employees
Creating a shared purpose that addresses talent
needs is critical to ensure that different TM
programs are aligned and that cross-functional
collaboration within TM continues beyond the
creation of the framework.
Establish TM purpose statements that
support the evaluation, performance,
growth, and mobility of employees.

A thorough assessment of current TM programs, possible new programs, and linkages provides an opportunity to identify changes to the TM
framework that will have the largest impact with the least amount of effort.
• Assess current TM programs
• Evaluate additional programs
• Estimate the effort of TM program changes
• Map critical milestones, inputs/outputs, and
linkages
• Identify missing or broken linkages between
TM programs and across HR
• Create a roadmap to address prioritized
changes to TM framework
• Validate TM scorecard and roadmap
• Create an annual TM calendar
• Communicate the TM framework
• Create detailed project plans
• Plan to evaluate and iterate the TM framework
• Determine which TM programs will be modified
or maintained
• Identify TM programs to be added
• Determine where to build or enhance linkages
between TM programs
• Prioritize changes to be made to the TM
framework
• Determine general timelines for addressing
changes
• Select metrics for TM scorecard
• Identify next steps to evaluate and iterate the
TM framework and roadmap

• Recorded and evaluated the
effectiveness of existing TM
programs.
• Identified which TM programs need to
be modified or maintained.
• Determined whether any TM programs
need to be added.
• Assessed the effort of TM program
changes.

Leverage the expertise of the project team
to determine which TM programs currently
exist in the organization’s TM framework,
including:
• Foundational programs (i.e. competency framework and
performance management)
• Other common programs (e.g. high-potential program,
succession planning, career pathing, job rotation)
In larger organizations, specific lines of business will often
have their own practices that overlap with TM programs
(e.g. a department that has mapped clear career paths for
employees within that department). Make sure the project
team identifies these practices and leverages insights from
the ones working well.
Record current programs in tab 4 of the Talent Management
Framework Workbook.

Succession Planning
• Succession planning fill rate: percentage of
critical roles filled by candidates in the
succession plan.
• Bench strength: percentage of successors at
each stage (e.g. ready soon).
• Identification rate: percentage of employees
from a specific identity group who are noted as
successors for critical roles, as high-potential
program participants, etc.
High-Potential
• Internal mobility of hi-pos: rate of internal
movement by hi-pos as a percentage of identified
hi-pos.
• Hi-po turnover: turnover rate for identified high-
potentials.
• Identification rate: percentage of employees from
a specific identity group who are noted as
successors for critical roles, as high-potential
program participants, etc.
Career Pathing
• Internal mobility rate: internal movement by
employees as a percentage of headcount.
• Voluntary turnover: turnover as a result of
employee’s own volition (e.g. retirement, new job).
• Engagement driver scores relating to the
organization’s career opportunities.
Job Rotation
• Turnover rate of program participants:
percentage of program participants that left
(voluntary and involuntary) during a given
period.
• Promotion rate: program participants promoted
as a percentage of headcount.
Performance Management
• High performers: percentage of workforce with
high performance ratings.
• Engagement driver scores relating to role
expectation clarity and support from managers.
See the HR Metrics & Analytics Selection Guide for
additional metrics to review for TM programs.
Competencies
• Engagement driver scores relating to role
expectation clarity.
• Performance ratings of key competencies:
percentage of new hires that achieve a
satisfactory appraisal rating for key
competencies.
Record data collected for current TM programs in
tab 4 of the TM Framework Workbook.

• What are the defined goals of the program?
• If program goals are not defined, use this session to define them. Focus on outlining the
objectives of the program and what it is trying to achieve. Use the program’s scope (i.e. who
the program is offered to) to inform the goals.
See Appendix II for common goals of each TM program.
Focus discussions on:
Answer the questions in the Talent Management Program Assessment Worksheet to evaluate the
effectiveness of the TM program and identify any program gaps.
• Have attendees answer the assessment individually prior to the feedback session to avoid
groupthink and adherence to the loudest voice. Then, convene as a group to discuss
assessment results.
• Engage in a discussion regarding any discrepancies seen in assessment answers.
• Leverage the data collected to ground the discussion. This will also help mitigate any biases,
positive or negative, that stakeholders have towards the program.
Use the Talent Management Program
Assessment Worksheet to support
this discussion.

Occasionally, programs will be causing more trouble than they are
worth. Determine whether the organization would benefit from
removing any programs all together.
modified maintained.
Focus on modifying gaps that have a moderate to high impact on the
program’s ability to achieve its goals.
Record the change that needs to occur to address the gap in
tab 5 of the Talent Management Framework Workbook.
• For example, if the answer to “Does the organization have a competency
framework?” is “no,” then the change recorded will be “create a
competency framework.”
Identify the impact of addressing each gap on the program’s
ability to achieve its goals:
• Low Impact: Addressing this gap will slightly or indirectly improve the
program’s ability to achieve its goals.
• Moderate Impact: Addressing this gap will improve the program’s
ability to achieve its goals.
• High Impact: The program’s ability to achieve its goals relies on
addressing this gap.
Don’t fall for the sunk-cost fallacy – if a program is not providing value
and is causing more issues than benefits, reconsider whether the program
is needed at all.
Record the impact of each gap and the modify/maintain decision in
tab 5 of the Talent Management Framework Workbook.

Document each TM program not currently offered, and assess the impact
• Low Impact: Adding this program will slightly or indirectly help the organization achieve the TM
purpose.
• Moderate Impact: Adding this program will help the organization achieve the TM purpose.
• High Impact: The organization’s ability to achieve the TM purpose relies on adding this program.
Competencies and performance management are foundational programs in a TM framework. If
they are missing from the organization’s current TM framework, they must be added.
Develop an Impactful High-Potential Program
Uncover and Market Internal Career Path Opportunities
Design a High-Value Succession Planning Program
Implement a Job Rotation Program
Based on this assessment, determine whether additional programs need to be added.
Focus on adding programs that have a moderate to high impact on the organization’s ability to achieve the TM
purpose.
Speak with a McLean & Company analyst for
more information on these programs.
Modernize Performance Management
Develop a Comprehensive Competency Framework
Document any TM programs not currently offered, their impact on achieving the TM purpose, and
whether they will be added to the TM framework in tab 5 of the TM Framework Workbook.

Assess the effort of addressing the gaps identified in existing programs. Do so by:
• Identifying any required investments, additional HR capabilities, or any current
processes/practices that need to be modified to address the gap.
• Determining if any gaps can be addressed together (e.g. altering a talent assessment
relevant for both high-potential and succession planning programs so that it is aligned
with relevant competencies).
Low Effort: Minimal investment (i.e. people, money, time) required; minimal support
required to help employees adjust to the change (up to 3 months to implement).
Moderate Effort: Some investment required; some support required to help
employees adjust to the change (3 months to 1 year to implement).
High Effort: Significant investment is required; significant support required to help
employees adjust to the change (more than 1 year to implement).
In most cases, the effort involved in adding a new program to the
TM framework will be high.
Record the effort involved in each TM framework
change in tab 5 of the TM Framework Workbook.
“
”
Too often HR will have a suite of programs just to say they
have a full menu. But it’s critical to tailor that menu to the
needs of the business and assess whether having them is
worth the investment.
– Anonymous

• Mapped critical milestones and
identified inputs and outputs for
current TM programs.
• Assessed linkages between current
TM programs.
• Identified missing or broken linkages
across HR.
• Prioritized changes within each TM
program.
• Created a roadmap to address
changes to the TM framework.

See McLean & Company’s Process Mapping Guide for detailed tips on process
mapping techniques and facilitation.
• Group interviews with HR business partners (or equivalent) who
are involved in the TM programs on a frequent basis
→ This is the recommended method as it allows for direct
interaction between the subject matter experts who facilitate
the program, enabling quick resolution of discrepancies.
• Existing documentation on TM programs/processes, if available
• Outlined by the project team (appropriate when the program
owners are members of the project team and existing
documentation is absent)
• One-on-one interviews with key stakeholders involved in the
programs
Record key information on milestones in tab 6 of the Talent Management
Framework Workbook.
• Focus on high-level activities that produce critical
outputs (e.g. talent calibration).
• Record the timing of critical milestones.
See Appendix III for common milestones in TM programs
to support this mapping.
Document any technology used to conduct critical
milestones (e.g. performance review recorded in HRIS).
• Focus on important organizational milestones that
impact TM activities, such as board meetings, strategic
planning deadlines, and promotion and compensation
reviews. Record the timing of these milestones.
• Document high-level inputs to and outputs of the
business planning cycle that would be relevant for TM.
If some changes from Step 2 must be made in the short
term regardless of the impact and effort (e.g. due to
requests from leadership), account for these changes
when mapping out the critical milestones, inputs, and
outputs. Otherwise focus on the current state.

• Inputs information/data that informs a TM program
• Outputs information/data resulting from a TM program
This will help identify linkages within and beyond TM programs
throughout this step.
Leverage critical milestones outlined for each
program to gain a more accurate understanding of
these inputs and outputs.
Record inputs and outputs of each TM program in tab 6
of the Talent Management Framework Workbook.
Program Inputs Outputs
Performance
Management
• Organizational goals
• Organizational results
• Competency framework
• Individual development
plan (IDP)
• Performance reviews
• IDP
See Appendix IV to review common inputs and outputs of each TM program. Use
these examples to assist in identifying TM program inputs and outputs.

• Evaluation results are often critical inputs into other milestones to
inform selection decisions and development plans.
• Selection decisions (e.g. hi-po employees) are often inputs for
other program selection decisions (e.g. to inform successor
identification).
• Development plans often act as inputs to inform selection
decisions (e.g. job rotation programs) and the development
components of other programs (e.g. high-potential development).
• Although not an output itself, technology is often used to support
linkages. Lacking appropriate technology to facilitate information
sharing is often a cause for broken or missing linkages.
Examine the outputs of each program. Determine whether any of the outputs are
currently being used as an input into another program. Those that do are referred to
as “linkages.”
For each identified linkage, determine whether it is working optimally or is broken by
assessing the following:
• Does the linkage provide greater efficiency for the organization by reducing
duplicated work, or does it cause additional complications?
• Are the outputs providing quality information to other programs?
• Is there technology in place to support the linkage (e.g. data used as an input is
being pulled from multiple sources and has significant inconsistencies)?
For each output, evaluate if it would be a valuable input for any other TM program
that it is not currently linked to. Use the following prompts to assist in this decision:
• What are the program goals? Will an additional input enhance the achievement of
those goals?
• Will adding the input result in greater efficiency for the organization by reducing
duplicated work, or will it cause additional complications?
Record linkages, the programs they connect, and their status (i.e. optimal, broken,
missing) in tab 7 of the Talent Management Framework Workbook.
If an output of performance management is performance reviews,
and performance reviews are an input for successor identification,
then this is a linkage between performance management and
succession planning.

• Skills required in the future inform competencies and behavior statements.
• Critical roles inform succession planning and career pathing frameworks.
• A cascading goals approach is
used for employee goal setting.
• Competencies are assessed for throughout candidate interviews (e.g. behavioral questions).
• Succession plans require external candidate searches.
• Career pathing informs internal talent mobility opportunities.
• Employee competency gaps inform strategic learning objectives.
• IDPs from TM programs (i.e. performance management, high-potential, succession
planning, job rotation, career pathing) inform L&D opportunities for employees.
• PM ratings and reviews inform salary increases/bonuses.
• High-potential and successor status inform salary increases/bonuses.
Leverage the same question prompts on the previous
slide to determine if there are any missing or broken TM
linkages with programs beyond HR.
The compensation (Total Rewards) review process should not dictate
the structure and cadence of the TM framework. Rather, adapt the
compensation review process to align with the desired framework.
Record linkages, the
programs they connect,
and their status (i.e.
optimal, broken, missing)
in tab 7 of the Talent
Management Framework
Workbook.
Leverage the outlined business planning cycle
milestones to identify current linkages.

Low Impact: Adding this linkage will slightly or indirectly
help the organization achieve the TM purpose.
Moderate Impact: Adding this linkage will help the
organization achieve the TM purpose.
High Impact: The organization’s ability to achieve the TM
purpose relies on adding this linkage.
Low Effort: Minimal investment (i.e. people, money, time)
required; minimal support required to help employees adjust to the
change (up to 3 months to implement).
Moderate Effort: Some investment required; some support
required to help employees adjust to the change (3 months to 1 year
to implement).
High Effort: Significant investment required; significant support
required to help employees adjust to the change (more than 1 year
to implement).
A siloed approach to TM programs results in a game of broken telephone
and duplicated effort. Create a TM framework that establishes linkages
between programs to boost efficiency and consistency.
Record the effort involved in addressing missing and broken
linkages in tab 7 of the TM Framework Workbook.

Talent
Management Framework Workbook
• Focus on addressing changes with the highest impact.
• Determine whether any low effort/impact gaps can be
addressed in the short term as quick wins.
• Evaluate if any high-effort, high-impact changes must be
started on as soon as possible.
Within each program, prioritize which changes (i.e. gaps, new
programs, and linkages) will be addressed:
• Review resourcing to understand what degree of change is realistic.
• Assess whether any changes can be addressed in unison.
• Focus on addressing changes that fulfill critical organizational needs (e.g. CEO
retiring in the next three years resulting in an urgent need to build a succession
planning program).
• Determine whether there are any dependencies between the changes that
impact the sequence in which they are addressed (e.g. if succession planning
depends on the high-potential program as an input to identifying successors,
the high-potential program must be built first).
Competencies and performance management are foundational programs in a
TM framework. As such, they must be prioritized to not only support
achieving the TM purpose but also provide a foundation for all other TM
programs.
Addressing every opportunity for change is unrealistic and
unnecessary. Some changes will not be a valuable
investment of effort, especially when there are larger, more
impactful changes to address.

Use tab 9 of the Talent Management Framework Workbook to record:
• Project Title: High-level project description that identifies the program being changed/added.
• Scope of Project: Detailed list of prioritized changes within each program. This will likely be more
general for programs to be added.
• Program: The program that the change will impact.
o Multiple programs may be listed if a linkage change is recorded.
• Project Owner: The employee accountable for the change.
• Start and Finish Dates: General timelines for changes being made.
If there are a significant number of changes that need to be made within a program, break
out the program changes into different phases. Record the different phases and the changes
relevant for that phase in separate project title lines.
An extensive TM framework often requires multi-year implementation plans. Balance large and longer
initiatives with quick-wins to build momentum and address smaller pain points.

• Created a TM scorecard to track the
success of the TM framework.
• Validated the TM scorecard and
roadmap with stakeholders.
• Created an annual TM calendar.
• Communicated the TM framework and
roadmap to stakeholders.
• Created detailed project plans for
individual TM programs.
• Planned an evaluation and iteration
process for the TM framework.

This will help create alignment between the
various TM programs, track progress
towards achieving the TM purpose, and
communicate with stakeholders.
Include information on:
• TM purpose
• Metrics
See the HR Metrics & Analytics Selection
Guide for ideas on metrics to track.
Ensure equitable access within the
internal leadership pipeline
Selection Rate: Percentage of employees from a specific
identity group who participate in succession or hi-po programs
See Appendix V for a sample TM scorecard to share with
internal stakeholders.
Focus on metrics that provide
insight into the TM
framework’s ability to support
the evaluation, performance,
growth, and mobility of
employees.
Speak with one of our HR metrics & analytics
analysts to help create the TM scorecard.
Record the selected metrics in tab 11 of the Talent Management Framework Workbook.

Be sure to review the TM scorecard and
roadmap with a diverse group of stakeholders
(e.g. across levels, functions, identity
characteristics) to obtain feedback on both the
strategic direction for TM and the lived
experiences of employees participating in
individual TM programs.
• Senior leaders
• HRBPs
• HR functional groups (e.g. TR, L&D, TA)
• Employee representatives (e.g. DEI committee)
the TM scorecard and roadmap, including the TM purpose, metrics, and next steps
potential barriers to achieving the roadmap and how to overcome them
any concerns about the TM framework
support for the project moving forward
Approaching TM with a DEI lens ensures that programs are
analyzed for potential barriers towards diverse groups of
employees from the get-go, setting the groundwork for fair
and equitable performance and growth decisions.
Focus groups or meetings
• Opportunity for in-depth
discussion, consensus
building, and idea
generation with multiple
sources
• Considerations: require
strong facilitation skills to
manage group dynamics
One-on-one interviews
• Allow for in-depth
discussions with open
and honest feedback
• Considerations: time
consuming, limited
opportunity for
consensus building or
idea generation
Email
• Convenient method of
collecting feedback
• Considerations:
limited opportunity for
in-depth feedback or
discussion
As with the feedback sessions in Step 2, have attendees review the TM
scorecard in advance of a focus group or meeting to avoid groupthink
and adherence to the loudest voice.

Record the annual TM calendar in
tab 12 of the Talent Management
Framework Workbook.
First, build a comprehensive
calendar. Then, create and
customize communication
tools for select target
audiences (i.e. HRBPs,
leaders, and employees).
Create a detailed TM calendar for HR to
visualize the timing of:
• Business planning cycle milestones (e.g.
board meetings, strategic planning
deadlines, promotion and compensation
reviews)
• TM critical milestones (e.g. succession
planning, critical role identification)
• Owners for each TM milestone (e.g.
project owner, manager, HRBP)
The TM calendar and
communication tools will require
updating as changes are made to
current TM programs and new
programs are added. Revisit the
TM calendar annually to ensure
key business dates and TM
critical milestones are up to date.
Creating a visual is just one way to
communicate the TM framework
internally; technology can also be
leveraged to embed TM deadlines,
critical milestones, and reminders
into employee calendars.
See Appendix VI for a sample TM calendar for
internal communications.
Create a simplified version of the TM calendar for
internal stakeholders to visualize the timing of:
• TM deadlines (e.g. performance reviews
due)
• High-level TM activities (e.g. Hi-Po
nomination process)

• Regular updates on TM scorecard, including TM purpose and metrics, roadmap,
and calendar
• Accountabilities for TM critical milestones and expectations for supporting
framework implementation
• Relevant updates on scorecard, including TM purpose and metrics, and roadmap
• Expectations for providing subject matter expertise relevant to current TM
programs and new TM program launches
• TM purpose and expected changes for current or upcoming TM cycle
• Accountabilities for TM critical milestones
• Training and guidance on changes to TM framework
• TM purpose and the benefits of TM changes for employees
• Accountabilities for TM critical milestones
Implementing an integrated TM
framework requires effective change
management. See McLean &
Company’s Navigate Change
blueprint for information on
communicating changes to current
TM programs and establishing buy-
in with internal stakeholders.
Record the TM framework communications
in tab 13 of the TM Framework Workbook.
Customize communications for senior
leaders using the TM Presentation Template.

Speak with a McLean & Company analyst for more information on
creating detailed project plans for each TM program.
Record next steps and program-specific communications in the
McLean & Company HR Action & Communication Plan.
Develop an Impactful High-Potential Program
Uncover and Market Internal Career Path Opportunities
Design a High-Value Succession Planning Program
Implement a Job Rotation Program
Modernize Performance Management
Develop a Comprehensive Competency Framework
For each project plan, identify:
• TM program milestones
• Impacted stakeholders
• Milestone owners
• Target start and completion
dates
• TM program metrics

Collect ongoing feedback from internal stakeholders by measuring
satisfaction with:
Review the metrics identified in the TM scorecard quarterly to evaluate
the effectiveness of the TM framework in achieving the TM purpose on
an ongoing basis. Note: Some changes to the TM framework (e.g.
implementing new TM programs) will not have an immediate effect and
will require a long-term approach to measuring impact.
Each TM program will continue to evolve independently given its own
objectives, opportunities, and challenges. Developing an integrated TM
framework is an ongoing cycle that must be revisited regularly.
Including an open-ended survey question provides an opportunity for
a deeper dive into employee feedback (e.g. “What is working well with
the changes to the PM process? Where are there opportunities for
further improvement?”). Book a call with a McLean & Company
advisor for more information on HR diagnostics, including the
McLean Employee Experience Monitor.
Reassess the TM framework based on the feedback collected.
Determine if modifications are required to the roadmap to address
pain points (i.e. prioritized gaps, new programs, and linkages) and
support the overall TM purpose, including reviewing changes that
weren’t prioritized initially.
Revisit the TM purpose based on changes to:
• Organizational goals or strategic priorities
• Identified TM needs
• TM program linkages
• Cross-functional linkages
(e.g. WFP, TA, L&D)
• Current TM programs
• Revised TM programs
• Added TM programs

A framework to establish employee goals,
evaluate their performance, and guide feedback
and coaching efforts to support development.
The collection of knowledge, skills, and attributes
(KSAs) an employee requires to perform well in
their role.
A program to identify and develop talent internally
based on the organization’s unique definition of
potential and purposefully selected assessments.
A program to proactively identify and develop talent
internally to fill key roles within the organization (e.g.
senior leadership, critical roles).
A program that outlines a framework and process for
identifying and selecting internal career opportunities.
This may or may not include a career framework (i.e.
internal career paths – ladders or lattices – curated by
an organization to improve internal movement).
A program that coordinates the temporary placement
of an employee in a role for the purpose of growth and
development.
Definitions continue on the following slide

HR programs or processes that exist outside of the
TM framework but are highly connected to TM (e.g.
talent acquisition).
Additional programs that build off the foundational
programs in the TM framework (e.g. succession
planning).
Several short statements that capture the primary
purpose of TM within the organization.
Information/data resulting from a TM program.
High-level TM program activities that produce
critical outputs (e.g. talent calibration).
Programs and processes that support the
evaluation, performance, growth, and mobility of
employees within the organization.
Fundamental elements of the TM framework,
including a competency framework and
performance management.
Information/data that informs a TM program.
Outputs of TM programs that are used as an input
to another program.
A documented framework that identifies
intentional connections between talent programs
and supports links to peripheral HR programs and
processes (e.g. learning and development).

Sample Goals
• Provide clear expectations for roles that align with the organization’s needs and culture.
• Provide a framework for making equitable and consistent talent decisions.
• Communicate and measure performance expectations, rewarding the right behaviors.
• Facilitate career discussions.
• Create clear development and performance goals for employees to work towards.
• Provide feedback and coaching to guide and support employees in accomplishing these goals.
• Summarize employee’s performance in an annual review that is referred to for high-potential and successor
identification.
• Identify employees who are high-potential, based on the organization’s definition of potential, to engage and
retain those employees and act as a pipeline for succession planning.
• Provide identified hi-po employees with development opportunities to create candidates for future roles
within the organization.
• Identify, develop, and select successors to replace departing employees in critical roles to ensure continued
performance of the organization.
• Promote various career movement opportunities to engage and retain employees.
• Provide managers and employees with the resources they need to support career paths.
• Create job rotation opportunities for employees to meet organizational skill demands and build leadership
capabilities.
• Leverage job rotation programs to improve engagement of high-potential employees.

• Update competencies and proficiency levels
• Update competency job mapping
• Establish performance expectations (goals,
expectations, competency proficiency levels)
• Schedule formal check-ins
• Complete performance assessment/evaluation
(e.g. self-assessment, gathering feedback,
manager ratings)
• Perform talent calibration
• Formal review (e.g. annual PA)
• Nominate or identify possible high-potential
employees
• Select shortlist of high-potential candidates
• Conduct assessment for potential
• Calibrate and select
• Develop high-potential employees
• Begin post-program transition (reassessments,
next steps)
• Critical role identification
• Talent assessment
• Talent calibration
• Talent review (selection)
• Develop successors
• Update career framework (curated career paths)
• Communicate career path opportunities
• Identify rotation-eligible positions and streams
• Select participants (eligibility criteria, panel
interviews)
• Determine job rotation placements
• Complete performance evaluation

Inputs Outputs
• Mission, vision, values
• Organizational strategy
• Core, leadership, and/or functional
competencies
• Organizational goals
• Organizational results
• Competencies
• Job descriptions
• Individual development plan (IDP)
• Competencies
• High-potential assessments results
• List of high-potential employees
• IDP
• Competencies
• High-potential assessments results
• List of high-potential employees
• Succession planning assessments results
• List of critical roles
• Role and talent profiles
• Successors for critical roles
• IDP
• Competencies
• Job descriptions/job families
• IDP
• Career framework
• IDP
• Competencies
• IDP
• Career path
• Job rotation assignments
• IDP

1. Ensure equitable access within the internal leadership pipeline; 2. improve employee retention; and 3. increase leadership bench strength
ExM Score
6.8
The McLean Employee Experience
Monitor (EXM) is a single-item survey
(scores range from 0-10) that is
highly correlated to employee
engagement and identifies how many
employees feel positively and
passionately about the organization.
Legend: Trending in the desired direction Trending in the opposite direction No change

Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec.
Performance
Management
High-
Potential
Program
Succession
Planning
Performance Reviews
Nomination Process
Succession Plan Review and Report
Preparation
Report
Due to
Board
PAs Due
Committee Review
Hi-Pos
Selected
Deadlines High-level activities

If you would like additional support, have our
analysts guide you through other phases as part
of McLean & Company workshop.
Contact your account representative
for more information.
workshops@mcleanco.com
1-888-670-8889
Talent management requires an integrated
approach that prevents siloed practices and
delivers on key talent and organizational
objectives.
Insight 1
A siloed approach to TM programs results in a
game of broken telephone and duplicated effort.
Create a TM framework that establishes linkages
between programs to boost efficiency and
consistency.
Insight 2
Approaching TM with a DEI lens ensures that
programs are analyzed for potential barriers
towards diverse groups of employees from the
get-go, setting the groundwork for fair and
equitable performance and growth decisions.
Insight 3

Pre-work Post-work
McLean
&
Company
Analysts
Client Data Gathering
and Planning
Implementation Supported
Through Analyst Calls
• Review collected organizational information
• Define the scope of the workshop (dependent on the extensiveness of the
current TM framework, if applicable)
• Provide a workshop orientation session to provide instructions for the
technology used during the workshop
• Provide support on addressing TM changes (i.e. modifying and adding TM
programs) through guided implementation calls
Client
• Confirm workshop participants
• Inventory existing TM programs and technology
• Gather strategic documents (i.e. organizational and talent strategy documents,
defined goals of current TM programs)
• Collect available data from associated HR programs (e.g. talent acquisition,
learning & development) to inform TM needs
• Gather TM program metrics to understand their success in achieving the TM
program’s goals
• Conduct feedback sessions with relevant stakeholders on current TM programs
• Validate TM scorecard and roadmap with relevant stakeholders
• Create executive summary presentation
• Evaluate the TM framework and make iterations when required

Session 1: 4 hours Session 2: 4 hours Session 3: 4 hours Session 4: 4 hours Session 5: 4 hours
Activities
Identify the TM Purpose Review the TM
Framework
Identify Linkages in the
TM Framework
Prioritize TM Programs
to Add or Modify
Create a Roadmap
1.1 Review strategic
documents
1.2 Define TM purpose
1.3 Assess current TM
programs
2.1 Assess current TM
programs (cont.)
2.2 Determine whether to
add any TM programs
2.3 Map critical milestones
in existing TM programs
3.1 Map critical milestones in
existing programs (cont.)
3.2 Examine the inputs and
outputs of programs
4.1 Assess for broken and
missing linkages
between and beyond TM
programs
4.2 Prioritize TM changes to
address
5.1 Create a roadmap to address
TM changes
5.2 Define metrics to track
success (as time allows)
5.3 Create annual TM calendar
(as time allows)
Deliverables
1. TM purpose
2. Draft TM program
assessment worksheet
1.Completed TM program
assessment worksheet
2.List of modifications and
additional TM programs
1.Map of current TM
programs including key
milestones, technology,
inputs, and outputs
1.List of broken and missing
linkages
2.Impact-effort assessment
of TM changes
1. Roadmap of prioritized TM
changes
2. Draft of TM Framework
Scorecard
3. Draft of annual TM calendar

Identify impactful initiatives using
our diagnostic programs to collect
feedback from employees,
stakeholders, and the HR team.
Align HR initiatives with business strategy and stakeholder needs.
Improve HR’s core functions and drive project success.
Ensure recruiting and onboarding programs are effective by surveying new employees.
Move beyond measuring job satisfaction with a comprehensive view of engagement.
Evolve to leader-driven engagement with a real-time dashboard and results.
Understand why people leave the organization in order to proactively retain top talent.
Empower employees with a holistic view of their performance to prioritize development.
View our diagnostic programs for more information.
Assess the effect of pandemic response plans on employee engagement.

McLean & Company is a research and advisory firm providing practical solutions to human resources
challenges via executable research, tools, and advice that have a clear and measurable impact on your
business.
Our research team uses a rigorous research process to identify and hone best practices; create practical
tools, templates, and policies; and supply clients with the insight and guidance of our subject matter
experts. McLean & Company applies this proven research approach to both human resources and
company management teams, creating complete solutions that supply the tools you need to get each
project done right.
McLean & Company analysts bring real-world experience to the table and apply their knowledge to solving
the challenges faced by our clients on a daily basis. This process is informed by the participation of a
client base that includes over 30,000 members and by an evolving client-driven research agenda.
McLean & Company is a division of Info-Tech Research Group Inc.
North America: 1-888-670-8889 International: +1-519-936-2659
Corporate Headquarters
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London, Ontario, N6A 2N8
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Sydney, NSW, Australia
2060

Diagnostics and consistent frameworks are used throughout all four options.
DIY Toolkit
“Our team has already made this
critical project a priority, and we
have the time and capability, but
some guidance along the way
would be helpful.”
Guided
Implementation
“Our team knows that we need to fix
a process, but we need assistance
to determine where to focus. Some
check-ins along the way would help
keep us on track.”
Workshop
“We need to hit the ground
running and get this project
kicked off immediately. Our team
has the ability to take this over
once we get a framework and
strategy in place.”
Consulting
“Our team does not have the time or
the knowledge to take this project
on. We need assistance through the
entirety of this project.”
McLean & Company offers various levels
of support to best suit your needs

Research Contributors
and Experts
Hilori Kaloti
Director, Talent Management
The Hershey Company
Omar Osmani
Consultant, Talent Management
Trillium Health Partners
Donagh Tierney
Former VP, Leadership & Talent Management
Scotiabank
Bosun Bankole
Senior Consultant, Talent Management
Canadian Tire Corporation
Jennifer Bernardo
Principal & Senior Human Resources Consultant
JMBConsulting
Teresa Roche
CHRO
City of Fort Collins
Anonymous Contributor
Managing Partner
Consulting
Tracy Reynolds
CHRO
Lee County Tax Collector
Dr. Ibraiz Tarique
Professor and Author, Lubin School of Business
Pace University
Dr. Nicky Dries
Associate Research Professor
KU Leuven
Emma Garrod
Talent Development Manager
Spark Power
Miguel Premoli
Global Vice President, Human Resources
No7 Beauty Company
Ilia Maor
Manager, HR Technology and Analytics
York Region
Cathy Hinton
Director, Leadership & Talent Management
Scotiabank
Bhavna Patel
Director, Talent Management
Scotiabank

Andrianova, Svetlana, Dana Maor, and Bill Schaninger. “Winning with
your talent-management strategy.” McKinsey & Company, 7 Aug. 2018.
Accessed 3 May 2021.
“Global Leadership Forecast 2021.” DDI, 17 Feb. 2021. Accessed 3
May 2021.

McLean & Company is a research and advisory firm that provides practical
solutions to human resources challenges with executable research, tools, and
advice that will have a clear and measurable impact on your business.
© 1997-2021 McLean & Company is a division of Info-Tech Research Group Inc.

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