Standing up a Talent Management Function
The company is a globally expanding space and aviation company with revenue in the billions.
The company was evolving their HR function to better serve a broadening set of needs. Attracting and retaining top talent has been a key strategy to support the future success of this organization, and for several years, leaders had been asking for formal programs to retain and develop talent at all levels. As a result, the HR leadership team re-organized to address the following challenges:
- Siloed HR culture. Limited communication and disconnected goals across groups
- Leadership transition. A new head of HR was brought in, leading to changes in direction and scope
- Limited talent management expertise. Organization had little to no experience in talent management
SBE was brought in to stand up a talent management program with internal talent management capabilities.
We employed a two-pronged approach, focusing first on the newly appointed talent management leader to provide her with training and resources to reference long after our team left. The second part of our approach addressed the most pressing business demand: having a program to assist high-potential employees in managing their careers with the company. We also provided mentoring to selected employees to address immediate retention and development goals.
With a newly created talent management function, the client worked with SBE to build a longer term talent management roadmap that addressed career management and retention gaps. This included a career management toolkit and a mentoring package, both of which could be used as standalone programs, complete with seven months of supporting documentation, an application process, and an interview guide for future iterations.