Competency frameworks, succession pipelines and clear performance standards, built around what your organisation actually needs rather than adapted from a generic template.
Off-the-shelf competency frameworks tend to fail quietly. They look complete on paper but don’t match how roles actually work, so managers stop using them within a year. Strategy & Design starts from the organisation’s real structure, priorities and talent challenges, and builds frameworks, pipelines and standards specifically for that context.
Understanding the organisation’s current standards, structures and priorities, often building on Maturity Assessment findings where one has already been carried out.
Competency frameworks, succession pipelines and performance standards are designed specifically for the roles, levels and business priorities in question, not adapted from a generic template.
Draft frameworks are tested against real roles and real people decisions, and refined until they hold up under scrutiny rather than sitting unused.
Finished frameworks are documented clearly and handed over ready for Implementation & Enablement, with nothing left to interpretation.
The Chrysalis Talent Management Maturity Framework assesses eleven components of talent management. Strategy and Design concentrates on the components that set structure and standards, but the design is shaped by findings across all eleven, because a competency framework that ignores how people are recruited, rewarded or developed will not survive its first year. Assessing the whole picture before designing any part of it is what keeps the framework grounded in the organisation rather than in theory.
Role and level competencies written in language managers recognise, with observable behaviours at each level rather than abstract adjectives. Built around the roles that exist in the organisation, not a generic hierarchy borrowed from elsewhere.
Critical roles mapped against likely successors and readiness gaps, with the development actions needed to close them. Structured so the pipeline stays current through normal people processes rather than becoming a one-off exercise.
Clear expectations at every level, aligned to the competency framework so appraisal conversations, promotion decisions and development planning all reference the same standard rather than three different ones.
Definition of critical roles, high potential criteria and the profiles sitting underneath them, giving people decisions a consistent evidence base across the organisation.
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A generic template describes a role in the abstract. Strategy & Design starts from the organisation’s actual structure, priorities and talent challenges, so the framework reflects how roles really work rather than a textbook version of them.
A mix of exercises, simulations and structured observation designed around real scenarios, giving a rounded, evidence-based view rather than a single snapshot.
Finished frameworks are handed over ready for Implementation & Enablement, so nothing is left to interpretation when it comes to rolling them out across the organisation.
Framework design suits organisations from roughly fifty employees upward, where role structures have grown complex enough that informal standards no longer hold. Experience spans large employers including Tesco, Nissan, TUI, Camelot, BRE, Lundbeck and the IET, alongside SMEs building a first formal framework.
Not required, but it shortens discovery considerably. Where an assessment has already been carried out across the eleven components of the Chrysalis Talent Management Maturity Framework, design work starts from evidence rather than assumption.
Typically an HR Director or Chief People Officer as sponsor, with input from the line managers who will use the framework day to day. Manager involvement during validation is the strongest predictor of whether a framework is still in use a year later.
Framework design is led by a Chartered Fellow of the CIPD with more than twenty five years in HR and talent management, across retail, manufacturing, travel, pharmaceutical, construction research and professional membership sectors.
Every engagement begins with understanding your organisation’s current position. A Talent Management Maturity Assessment or a discovery conversation identifies the priorities before any solution gets recommended.
