Talent Process Management
Attraction, development, succession and retention operated as a measurable end-to-end process, not a collection of isolated initiatives.
The challenge
Critical talent is lost to slow, disconnected processes: vacancies that take months, evaluations without consequence and succession plans that exist only on paper.
Our approach
- End-to-end diagnostic of the talent cycle and its real cycle times
- Segmentation of critical roles and succession-risk map
- Redesign of attraction, onboarding, performance and development with clear owners
- Talent analytics: turnover, quality of hire and successor bench
Deliverables
- End-to-end map of the talent cycle with times and bottlenecks
- Critical-role matrix and succession plan by position
- Performance and development model with executive calibration
- Talent indicator dashboard (turnover, time-to-fill, coverage)
Talent Value Chain
Talent is managed as a process, with timelines and owners.
Every stage of the talent cycle has a cycle time, a cost and a quality indicator; what isn't measured this way isn't managed.
Critical roles
We separate the roles that concentrate value — by revenue impact, risk or scarcity — from the rest of the workforce.
- Role segmentation by value
- Scarcity and flight-risk map
- Real cost of vacancy
End-to-end cycle
We measure attraction, selection, onboarding, performance, development and exit with real cycle times, rework and leakage points.
- Process map with real times
- Recruitment funnel analysis
- Oracle HCM and SAP SuccessFactors enablement
- Structured exit survey
Redesign and succession
We redesign the critical stages and build a successor bench with potential criteria and development plans with dates.
- Attraction and onboarding redesign
- Calibrated performance–potential matrix (9-box)
- Talent-school model for accelerated growth
- Succession plan for key positions
Analytics and rhythm
We install the dashboard and review rhythm that turn talent indicators into decisions at the leadership committee.
- Talent dashboard
- Predictive turnover model (performance, variable pay, tenure and age)
- Quarterly talent-review rhythm
TVC·NS methodology path
Sequence of phases, with the analytical focus of each one and the decision point that closes it.
Fig. 1 · Phase flow
Talent funnel and cycle time
Each stage has a conversion rate and cycle days. NS reference times put filling a vacancy at around 44 days and cost per hire at roughly USD 4,700.
Fig. 3 · Conversion by stage (base 100 candidates) and cumulative days
Reference ranges behind the framework
Index values from the NS engagement base that we use to calibrate hypotheses and targets before measuring with the client's own data.
average time to fill a vacancy and ≈4,700 USD cost per hire
NS Base · Talent Managementof annual salary it costs to replace an employee, depending on level and role specialization
NS Base · Talent Managementof voluntary departures were avoidable: the manager and development opportunities matter more than pay
NS Base · Talent ManagementFig. 4 · NS reference ranges
Deliverables map
Each deliverable is anchored to the phase where it is produced and validated with the client team.
Fig. 2 · Deliverables by phase
The figures use reference ranges and index values from the NS method, calibrated with our project base and market tracking. Each project's results are reported with the client's actual figures.
Lead partner
Santiago Noriega
Organizational capability: structure, talent, rewards and culture.
See partner profilesAI as an accelerator in this practice
AI-powered people analytics to anticipate attrition, capability gaps and succession needs.
- Predictive attrition models by role, site and tenure with explainable drivers
- Profile matching and competency maps using natural language processing
- Workforce planning with internal supply and demand projections
- Automation of talent acquisition and onboarding inside the HCM platform
We work with data governance, confidentiality controls and human validation on every deliverable: AI accelerates the analysis, it never replaces the decision.
Impact cases
turnover and driver replacement cost
Redesign of the attraction and retention cycle with an Oracle HCM rollout, digitalization of talent processes and a predictive turnover model. The case was measured on business variables: replacement cost avoided, time-to-fill and vehicle availability on route.
Transportation and logistics group · Mexico
Insights from this practice
Frameworks and criteria we use on projects, explained in detail.
The real cost of turnover: what never shows up in HR's budget
Replacing a person costs between half and two years of salary. Almost none of that cost is recorded on the HR line.
6 min readTalentSuccession plans that exist outside the slide deck
Almost every company has a succession plan. Very few can say who would fill the three positions that would hurt most tomorrow, and what that person is missing.
5 min readTalentTalent analytics: five indicators that actually change decisions
HR dashboards usually have forty metrics and no decision attached to any of them. With five well-chosen ones, the whole cycle can be governed.
5 min readTalent management9-box without theater: calibrating talent so it stops being an annual ritual
The performance-potential matrix does not fail because of the model, it fails because of the conversation. Without shared criteria and consequences, the 9-box is a picture nobody uses.
6 min readTalent managementRolling out an HCM without breaking the operation
Most talent-platform rollouts slip because of process decisions nobody made before configuration started, not because of the platform.
7 min readTalent managementPeople analytics with AI: anticipating turnover before the resignation
A turnover model is not there to predict who resigns: it is there to identify which conditions produce resignations and fix them while there is still time.
6 min readLet's talk about your specific case
A first conversation is enough to size the opportunity.