Talent Management Framework

Talent Management is the process of developing and fostering new workers through onboarding, developing and keeping current workers and attracting highly skilled workers to work for your company. Companies that are engaged in talent management are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through their organization. As a result, employees and other stakeholders experience interactions of higher quality with the organization, and the benefits are far reaching, from performance to reputation. These results can be observed when the People Experience was planned by design, rather than discovered by happenstance - strategic planning rather than reactive fire-fighting.

Talent Strategy is the combination of design and planning activities necessary to bring together the different people processes involved throughout the employment lifecycle. It involves the short-term view of process review and integration. It also involves the mid-to-long range decisions and planning needed to ensure the sustainability of your critical talent in alignment with your business strategy.

Employee Life Cycle

Our Framework

Our talent management framework is composed of five (5) distinct elements which can be assessed independently or integrated together, depending on your capacity for integration.

  • Identifying Talent

    Finding the right talent begins with a clear definition of role and the competencies required to perform in your specific environment. Deliverables include job analysis, role description and competency profiling. It may also include an assessment of your cultural environment, team dynamics, reporting rapports and communication strategies of your organization. [How we can help...]

  • Attracting Talent (Assessment & Selection)

    Successfully recruiting talent depends on your ability to identify and assess a candidate's unique competencies against a given role; it also depends on how accurately you can assess competency gaps and minimize the risks of hire. The art of attracting the "right" talent, however, goes beyond recruitment alone. It involves having a clear employee value proposition, a transparent recruitment process based on two-way fit, the ability to profile candidate needs, and the capacity to truly deliver on brand promises. [How we can help...]

  • Integration & Measurement

    New recruits will very quickly assess their fit (typically the first few weeks); a decision to depart will be made within the first three months of employment. Your HR processes for employee integration are critical, particularly orientation and onboarding. After successful entry, focus should be given to defining clear performance management activities and key performance indicators. [How we can help...]

  • Developing Professional & Personal Competencies

    Technical skills alone (or hard competencies) are no longer enough to ensure sucess in complex team dynamics. An organization's ability to effectively develop talent will have a direct impact on performance. We can help with assessment and integration of your programs including training, coaching, mentoring and knowledge transfer. Career pathing has also become a very important retention tool across all organizations. [How we can help...]

  • Rewards & Retention

    In accordance with the simplest management principle, the things that get rewarded get done. In organizations where four generations work shoulder-to-shoulder, understanding what employees really want and designing total rewards strategies has become increasingly complex. The ability to properly reward your generations will have a direct impact on attraction, engagement and retention of your top talent. [How we can help...]

Competency Modelling

The Civis framework approaches Talent Management as a competency-based practice where decisions are driven by three (3) layers: organizational core competencies, position-specific competencies, and mission-critical competencies.

What is competency modelling?

A competeny model identifies the unique combination of skills and aptitudes your organization requires to reinforce or shift its culture, and to compete in the marketplace. The competency model should lead to the creation of competency profiles unique to each role. Those profiles should include a detailed definition of the role, but also a description of the knowledge, experience, skills and personal traits (demonstrated through clear defined behaviors) required for the role. The level of mastery expected for a specific role should also be included. Complex profiles hold up to 7 levels (from Novice to Master) and clearly describe what behaviors and deliverables are associated to each level of mastery for any given competency. Ask our consultants how competency profiling can support your operations


Employee Value Propositon (EVP)

An EVP is a percieved value resulting from the combination of all the tangible and intangible benefits an organization provides in return for an employee's time, effort and productivity. It spans beyond compensation to include factors such as corporate culture, rewards, management style, training and development, advanced opportunities, the fundamental values of the organization and whether those values are actively demonstrated. Research shows that 42% of high-performing organizations have a formal EVP.

Only a meaningful employee value proposition creates the WIN-WIN situation in which Organizations can experience a high level of energy, motivation, passion and workforce loyalty, while employees experience pride in their work along with a high level of personal satisfaction, which can also be observed in the gift of their discretionary effort.

"The extent to which employees connect with your organization's EVP determines the amount of discretionary effort they commit to bringing the company culture, mission, vision and values to life."

A strong EVP (one that accurately reflects your business, its values and its culture) helps attract, retain, motivate and engage your workforce. Based on the same principles, a review of your existing EVP could effectivelly reengage an apathetic workforce and reignite greater levels of performance.

The employee experience is also intimately linked to an organization's reputation and the brand promise to its customers. Because HR can't control the company reputation, the external perceptions or the value of the external brand, people are the key factor in delivering the brand's promise. Similarly, organizations cannot control how employees deliver their brand, nor the extent to which they are "living" their brand. Brand and company reputation are key factors in attracting and retaining talent.

Ask our consultants how you can develop an effective EVP

Did you know?

According to the Executive Board western economies experienced an average 24% dip in employee satisfaction over the last 10 years. A 21% increase in compensation is needed to lure candidates who feel that an Employee Value Proposition is unattractive. But only an 11% premium is needed to draw candidates who feel the Employee Value Proposition is attactive.