Talentlogix clients in the public and private sector are typically providers of professional services. 

Small Business Strategy (A THINK project sample)
Problem: The Directors of a small business were considering the company’s future – they were at a cross roads and needed to think through strategic alternatives together. They were looking for someone who could facilitate planning discussions and provide a common sense decision making process to the table. They also knew that the company rewards strategy would need to align with the new business direction and wanted help designing a new rewards program.

Solution: The work helped to:
• Build consensus for a new strategic direction for the company;
• Articulate the strategy in a clear and understandable fashion;
• Design a rewards program aligned with the strategy; and
• Coach and support management during the transition.

Results:  The client developed strong consensus and buy in for the new strategy and introduced a performance based compensation program to support execution. A series of initiatives were launched to realize the strategy and the organization continued to achieve strong positive business results.

 

Targeted Project Based Recruitment (A GROW project sample)
Problem: A major information technology services provider was preparing to pursue a large project opportunity. Candidates for the most strategic team role which would be awarded critical points in the bid evaluation were lacking. A credible approach to recruit the key resource was needed. Fortunately there was reasonable lead time to secure the resource.

Solution: The work helped to:
• Identify candidates for the key role;
• Discretely approach candidates and develop interest in the project and the services provider; and
• Make introductions and establish a positive conversation between the lead candidate and provider.

Results:  The client extended an offer to the candidate which was accepted and the candidate began developing the project proposal and establishing the team required to deliver the project.

Departmental Restructuring (A THINK project sample)
Problem: The Director of a Provincial Government Branch was assessing structural alternatives for the organization. Recent changes in government policy had significantly increased the size of the organization and new teams were working together in new ways. A structured approach to developing a more coordinated organization was required.

Solution: The work helped to:
• Analyze the current organization and its components based a wide range of criteria;
• Scan other jurisdictions to understand comparable models and alternatives;
• Solicit input from a cross section of the branch about how work could be structured better; and
• Assemble information to be used in assessing organizational models.

Results:  The client was able to participate in broad based discussions about organizational alternatives with a more robust portfolio of information about its current situation. Information assembled enabled better decision making about future structural change.

Community Contest (An ENGAGE project sample)
Problem: A provincial government agency had established a program which encouraged the public to participate in a contest aimed at delivering on the agency’s primary mandate. The contest had been run in previous years but needed additional resource to take it to the next level.

Solution: The work helped to:
• Assist the client in planning and executing the contest;
• Deliver new ideas and a fresh perspective to the program;
• Increase the level of participation in the contest and the quality of participation; and
•Maintain a quality image for the Agency.

Results:  The client was able to execute the contest successfully without detracting from its other operational responsibilities or over extending its resource base. A cooperative, team based atmosphere was maintained and the services provided to support the client were seamless.

Departmental Work Planning (A PLAN project sample)
Problem: The Directors of a federal government department were struggling with the annual work planning process. A new strategic plan had been developed but was not yet integrated with the work planning cycle. Priority setting was more ad hoc than what seemed necessary and saying “no” to unplanned work activities was a continuous challenge.

Solution: The work helped to:
• Assess the Strategic plan and make recommendations for planning process changes;
• Develop a work planning process including a planning tool and database;
• Apply the work planning process to the current work planning cycle and prioritize work; and
• Coach and support management through the planning process.

Results:  The client developed greater maturity in the planning process and was able to defend work prioritization decisions more effectively. Improvements in the current work plan were realized and the foundation for future improvements in subsequent years was established.

Workforce Sourcing Strategy (A THINK project sample)
Problem: The Recruiting Department of a large federal government organization was experiencing chronic shortages of key positions in a particularly distressed category.  Global shortages in this category were experienced by virtually every organization hiring this unique skill set.  A new approach to recruitment was required and in particular the sourcing of potential candidates was in need of change.

Solution: The work helped to:
• Develop a new recruitment/ sourcing strategy;
• Describe organizational change to enable the new strategy;
• Understand areas for process and technology improvement; and
• Identify a path forward for positive recruitment change.

Results:  The client increased its success rate at filing the distressed positions.  Subsequent projects were undertaken to implement change as recommended in the strategy which resulted in improved fill rates.  This work was performed under a sub contract arrangement to a national recruitment consulting firm located in Toronto. 

Workforce Planning  (a PLAN project sample)
Problem: The Strategic Staffing function of a large national financial services company recognized the need for a more systematic and repeatable approach to workforce planning.  Pockets of excellence in staffing were evident but there was a lack of enterprise level appreciation for the staffing effort so opportunities for cooperation and synergy were lost.  There was a lack of linkage across staff planning and other business planning processes.

Solution: The work helped to:
• Prepare training materials so internal HR practitioners could conduct workforce planning interviews with the business;
• Apply workforce planning tools to capture demand and supply information which would uncover staffing gaps;
• Advise and coach internal strategic staffing professionals in workforce planning best practices;
• Develop workforce planning deliverables for senior management;

Results:  The organization realized a more consistent vision of future staffing requirements and was positioned to apply a reusable approach to workforce planning on an ongoing basis.  The lead time to staff roles was reduced and positions were filled more quickly. 

Resource Management Process Improvement (a CHANGE project sample)
Problem: The Information Technology Services Division of a large national financial services company recognized an opportunity to save labour costs by reducing the reliance on external IT consultants.  The mix of external and internal resources was out of balance and substantial consulting fees were becoming more and more visible within the organization.  An alternative approach was needed to reduce the dependency on external support.

Solution: The work helped to:
• Facilitate implementing a new Recruiting & Resource Management organization
• Create an environment of resource sharing
• Implement a new centralized recruiting service
• Implement a new off-the-shelf applicant tracking system
• Enhance an existing assignment tracking system and processes
• Develop a benefits realization model to ensure project accountability

Results:   Consulting costs were reduced dramatically.  In house recruiting capability was increased and the cycle time to hire was reduced.   Approximately five times the project investment was recovered in the first six months.  The results were realized through the appropriate balance of third party insight and coaching, along with a talented and committed in-house project team

Social Media Campaign (an ENGAGE project sample)
Problem: A community based organization focused on encouraging entrepreneurialism needed to reach out to its constituents and increase awareness and buy in for its mandate and service offerings. The team was well qualified to deliver its mandate but needed to establish connections and build relationships to get to the next level of performance.

Solution: The work helped to:
• Design a social media campaign to reach a wide audience and raise awareness;
• Make face to face connections with the community through personal networking; and
• Provide ongoing advice and support to the organization’s leadership team to encourage continued outreach.

Results: The organization established an on line presence and initiated a wide range of on line conversations. Introductions were made and a personal face to face networking plan was executed. The organization now enjoys wider recognition in the marketplace and is engaging in more meaningful relationships to execute its community mandate.

Project Start Up (a GROW project sample)
Problem: A major healthcare professional services project was awarded to a partnership of Information Technology providers.  The delivery effort was in a new market where the prime contractor had no human resource management infrastructure.  A large team was required on the ground quickly to bid and then deliver the project.

Solution: The work helped to:
• Staff the proposal team so the bid could be prepared and the contract award could be won;
• Staff the delivery team to undertake the initial phases of the project; and
• Develop an approach to vendor management and a process to ensure ongoing contingent labour requirements were met.

Results: The bid team was secured on time and was successful in winning the competitive procurement.  Once the contract was awarded, the delivery team was staffed.  Over 50 resources were recruited to the prime contractor’s team during the first year of the delivery effort.  This was achieved in a very tight labour market.  For a new entrant this was an impressive accomplishment.

Capacity Development for “Managing for Results” (a CHANGE sample project)
Problem: Four ministries of the Government of Sri Lanka were chosen as the pilot ministries for an initiative funded by the Asian Development Bank to instill results based management thinking and processes in five countries in South Asia. These ministries had a need to develop conceptual designs and terms of reference for the IT systems needed to develop their capacity to “manage for results.”

Solution: The conceptual designs and terms of reference assisted the ministries to:
• Develop an approach to the development of IT systems based on world-class standards;
• Issue procurements for the systems based on detailed and transparent requirements; and
• Understand the future requirements for enterprise level systems development.

Results: All the plans were approved by the Secretary of the Ministry for Internal Planning and are now out for procurement.