Talent management consultancy for HR leaders who want recruitment, performance, development, succession and reward working as one connected system.
Talent management is the coordinated set of practices an organisation uses to attract, assess, develop, deploy and retain the people it depends on. It spans recruitment, performance, learning, succession, reward, engagement, and the data and technology that support them.
The term is often used narrowly, as a synonym for succession planning or for leadership development. Treated that way it produces isolated initiatives: a talent review that nothing follows, a competency framework managers never open, a development programme disconnected from how people are actually promoted.
Treated properly it is a system: Recruitment standards shape who enters the pipeline. Performance data determines who is visible for progression. Reward signals what the organisation values. Change one component without the others and the effect dissipates.
Chrysalis approaches talent management as that whole system, then concentrates on the parts of it that will move furthest for your organisation.
The Chrysalis Talent Management Maturity Framework assesses eleven components. Each is scored independently, which shows not only overall maturity but where the gaps sit relative to one another.
Scoring them separately matters because maturity is rarely even. An organisation with strong recruitment and weak performance management has a different problem from one with the reverse, even where the overall score is identical. The framework identifies which sequence of work will produce results, rather than recommending everything at once.
A structured diagnostic across the 11 dimensions of talent management, from recruitment and performance to data, technology and DEI. It shows where you stand before any solution gets recommended.
Individual and organisation-wide talent assessments, including development centre design and delivery, used to identify high potential and inform confident, evidence-based people decisions.
Competency frameworks, succession pipelines and clear performance standards, built around what your organisation actually needs rather than adapted from a generic template.
Turning strategy into practice: embedding frameworks, facilitating succession conversations, training managers to use new standards with confidence, and supporting change so it sticks.
Chrysalis works with organisations where talent decisions carry consequence and the internal capacity to make them well is stretched.
Sector experience spans retail, manufacturing, travel, research, pharmaceuticals and professional membership bodies, including Tesco, Nissan, TUI, Camelot, BRE, Lundbeck and the IET.
Engagements run from a single diagnostic through to sustained design and implementation support. Scale is set by what the organisation needs rather than by a fixed package.
Whether exploring where to start or ready to book a discovery call, reaching out is the first step forward.
Book a free discovery call with Verity today
Talent management is the coordinated set of practices used to attract, assess, develop, deploy and retain people. It covers eleven connected components, from recruitment and performance through to reward, data and technology. It is broader than succession planning and broader than leadership development, both of which sit inside it.
Learning and development is one component of talent management. It covers how capability is built. Talent management additionally governs who is recruited, how performance is judged, how potential is identified, how people progress and how all of that is measured. Learning and development delivered without that wider structure tends to produce activity without progression.
A structured diagnostic scoring your organisation against eleven components of talent management. It produces a benchmarked view of current maturity, identifies priority gaps and sequences the work that will have most effect. It is normally the starting point for any wider engagement.
Yes. SMEs without a dedicated talent function often benefit most, because talent decisions there are made directly by directors alongside operational responsibilities. The eleven components apply regardless of headcount, and the assessment identifies which of them matter at your stage.
A maturity assessment is typically completed within a few weeks. Design work such as competency frameworks or succession pipelines runs longer, depending on the number of roles and levels in scope. Implementation support is usually phased over months, because embedding requires manager involvement rather than a single handover.
Chartered Fellowship of the CIPD (FCIPD) and more than twenty five years in HR, across Tesco, Nissan, TUI, Camelot, BRE, Lundbeck and the IET, covering retail, manufacturing, travel, research, pharmaceuticals and professional membership bodies.
Leadership development sits within talent management and is available where the diagnosis points to it. It uses a separate model, the Empowered Leadership Framework, covering visionary and adaptive leadership, inclusive and ethical leadership, empowering leadership and authentic leadership.
A tiered digital assessment product is in development and will be announced when it launches. Current engagements are delivered directly.
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.
