Talent Advisory
Talent strategy your board can act on.
Four areas of advisory work: talent strategy, workforce planning, succession and operating model design. Each is scoped as a defined engagement with clear outputs and senior attention throughout.
Our offering
4 defined services.
Each offering addresses a distinct business need with clear outputs and senior attention throughout.
Talent Strategy
A written talent strategy tied to the commercial plan and its milestones.
Workforce Planning
Role by role modelling of headcount, cost and timing against the plan.
Succession Planning
Readiness, risk and cover for the roles the organisation cannot leave empty.
Operating Model Design
Structure, spans, accountabilities and how the talent function should run.
How the work runs
Four stages, fixed at the outset.
Scope
Define the business question, stakeholders and evidence needed.
Evidence
Review the organisation, capability needs and relevant market context.
Options
Set out viable choices with their implications, risks and dependencies.
Recommendation
Provide a clear recommendation and practical action plan.
What it includes
- A tailored talent strategy tied to the commercial plan
- Role by role workforce modelling for the next 12 to 24 months
- Succession grids covering readiness, risk and cover
- Operating model and team structure recommendations
- Build, buy or borrow analysis for each capability gap
- A sequenced decision plan with owners and dates
When clients involve us
- A funding round or acquisition has changed the plan
- Headcount is rising faster than structure
- Two or more senior roles are open at once
- Succession has never been formally tested
- A new market or product line needs a team
- The people plan and the business plan do not reconcile
Advisory first
The right decision, made on evidence.
Frequently asked questions
What clients ask before we start.
Why is talent advisory important?
It connects people decisions to the organisation’s commercial priorities, so capability, structure and succession support the direction of the business.
What problems can talent advisory help solve?
It helps when growth has outpaced structure, critical capabilities are unclear, succession is untested or the people plan no longer supports the business plan.
How is talent advisory different from recruitment?
Recruitment starts with a vacancy. Talent advisory first tests what the organisation needs, whether a role is the right answer and what other options should be considered.
What does the organisation receive?
Clear evidence, practical options and a tailored recommendation that leadership can use to make and explain the decision.
Who benefits most from this service?
Boards, founders, investors and people leaders facing important decisions about capability, workforce shape, succession or organisation design.
Partnership over transaction
Let us talk about the decision ahead.
Tell us about the business question you are considering. We will tell you plainly whether we can help.