TALENT MANAGEMENT AND LIFECYCLE
PROFESSIONAL DEVELOPMENT
PERFORMANCE MANAGEMENT
CAREER GROWTH
EMPLOYEE SATISFACTION
RECOGNITION
CLICK TO ADVANCE
RETENTION
PROFESSIONAL DEVELOPMENT
Employee professional development is a shared responsibility between manager and employee
CONSIDER:
REMEMBER:
- What skills are required for their job - which are current strengths and which are opportunities for growth?
- What on the job growth opportunities can you facilitate for this person?
- Who could this person best learn from?
- What opportunities could help this person be more successful in their current role and in future roles?
EDUCATION(trainings, courses, readings)
10%
EXPOSURE(from peers, mentors, colleagues)
20%
ON THE JOB EXPERIENCE(ongoing work, challenge projects, strategic assignments)
CLICK TO ADVANCE
70%
PERFORMANCE MANAGEMENT
Part of talent management is also managing your direct reports’ performance throughout the year
CLICK TO ADVANCE
If your direct report is meeting or exceeding expectations, you should be active in communicating their successes with them
If your direct report is not meeting expectations, it is your responsibility as a manager to be active in working with them to find solutions and make adjustments.
+ Ifo
CAREER GROWTH
Managers should work with employees to identify what growth looks like in their careers in the short term and the long term, whether the next step in their path is at PIH or elsewhere
CLICK TO ADVANCE
EMPLOYEE SATISFACTION
Managers are expected to:
Cultivate a work culture of respect, trust and growth
Actively recognize and acknowledge the good work of staff
Identify what motivates direct reports and how you can help them align their work and their interests within organizational and team priorities
CLICK TO ADVANCE
ENGAGED EMPLOYEES ARE ALSO MORE EFFECTIVE SHEPARDS OF PIH'S MISSION
RECOGNITION
Managers should be active in their recognition of their direct report's successes, strong work, and alignment with competencies. This could look like:
SHARING THE IMPACT THEIR WORK AS HAD
SHOUT OUT AT A TEAM MEETING
GENUNINE ACKNOWLEDGEMENT DURING CHECK IN
PASSING ALONG POSITIVE FEEDBACK FROM OTHERS
CLICK TO ADVANCE
HIGHLIGHTING ACHIEVEMENTS TO LEADERS
SPOT BONUS
RETENTION
When possible, we want to retain high performing staff
Strong talent management, including:
staff engagment, recognition, expectation setting, autonomy, and professional development
can all support retention
Note: There will be times when individual and organizational needs differ. In these cases, PIH's priorities, internal systems and equity take priority. It is okay when a staff member's next career move is outside of PIH.
PROFESSIONAL DEVELOPMENT
Andrea Tibbetts
Created on October 20, 2025
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Transcript
TALENT MANAGEMENT AND LIFECYCLE
PROFESSIONAL DEVELOPMENT
PERFORMANCE MANAGEMENT
CAREER GROWTH
EMPLOYEE SATISFACTION
RECOGNITION
CLICK TO ADVANCE
RETENTION
PROFESSIONAL DEVELOPMENT
Employee professional development is a shared responsibility between manager and employee
CONSIDER:
REMEMBER:
EDUCATION(trainings, courses, readings)
10%
EXPOSURE(from peers, mentors, colleagues)
20%
ON THE JOB EXPERIENCE(ongoing work, challenge projects, strategic assignments)
CLICK TO ADVANCE
70%
PERFORMANCE MANAGEMENT
Part of talent management is also managing your direct reports’ performance throughout the year
CLICK TO ADVANCE
If your direct report is meeting or exceeding expectations, you should be active in communicating their successes with them
If your direct report is not meeting expectations, it is your responsibility as a manager to be active in working with them to find solutions and make adjustments.
+ Ifo
CAREER GROWTH
Managers should work with employees to identify what growth looks like in their careers in the short term and the long term, whether the next step in their path is at PIH or elsewhere
CLICK TO ADVANCE
EMPLOYEE SATISFACTION
Managers are expected to:
Cultivate a work culture of respect, trust and growth
Actively recognize and acknowledge the good work of staff
Identify what motivates direct reports and how you can help them align their work and their interests within organizational and team priorities
CLICK TO ADVANCE
ENGAGED EMPLOYEES ARE ALSO MORE EFFECTIVE SHEPARDS OF PIH'S MISSION
RECOGNITION
Managers should be active in their recognition of their direct report's successes, strong work, and alignment with competencies. This could look like:
SHARING THE IMPACT THEIR WORK AS HAD
SHOUT OUT AT A TEAM MEETING
GENUNINE ACKNOWLEDGEMENT DURING CHECK IN
PASSING ALONG POSITIVE FEEDBACK FROM OTHERS
CLICK TO ADVANCE
HIGHLIGHTING ACHIEVEMENTS TO LEADERS
SPOT BONUS
RETENTION
When possible, we want to retain high performing staff
Strong talent management, including:
staff engagment, recognition, expectation setting, autonomy, and professional development
can all support retention
Note: There will be times when individual and organizational needs differ. In these cases, PIH's priorities, internal systems and equity take priority. It is okay when a staff member's next career move is outside of PIH.