Partnered with prominent bank to align HR strategy and talent programs with rapid and substantial change in the business as the 2008 financial crisis unfolded.

Articulated and began to operationalize a new HR vision and strategy in collaboration with all business areas, including developing an integrated talent management framework and roadmap. Additionally, designed and implemented the first bank-wide talent review, using it as a vehicle for change to strengthen the talent mindset within the organization and initiate a culture of feedback and development. Leaders and managers were equipped with tools and resources enabling them assess talent against forecasted needs and make decisions to close gaps (e.g., hiring, feedback, and employee development/mobility). Progress and outcomes were tracked in the first annual talent report, which was used to inform strategic decisions for moving forward.

The HR team was further equipped with detailed approaches and recommendations for: establishing leadership competencies; creating a robust talent pipeline through leadership and “high potential” development; upgrading performance management, promotions, and career development; sustaining the talent review process; and continuing to operationalize the HR strategy.

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