Culture & Talent

Don't ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive - Howard Thurman

Growing organisations face increasing complexity around cohesion, engagement, diversity, agility and collective intelligence. At the same time, they are expected to deliver results while remaining aligned with their purpose, values and societal and environmental responsibilities.

your Talent advisor’s Culture & Talent approach supports organisations in navigating this complexity by aligning people, culture and strategy. It fosters resonant relationships, collaborative processes and conscious (self-)leadership, helping teams and leaders create a healthy energy balance and a climate of trust in which people can contribute meaningfully and perform sustainably.

Tangible outcomes include stronger relationships where conflict becomes a source of learning and innovation, more fluid information sharing and decision-making, increased engagement and wellbeing, and a strong collective identity rooted in shared values and meaning. Diversity of perspectives is leveraged as a driver of creativity, while leadership evolves towards greater presence, responsibility and psychological safety.

The Culture & Talent program unfolds in two complementary parts: a Culture & Talent Assessment, providing clarity and direction, and a Toolbox, translating insights into concrete actions and sustainable HR practices embedded in the existing organisational processes.

The Culture & Talent Assessment

For informed decisions and coherent action.

The Culture & Talent Assessment provides organisations with a clear and systemic understanding of how culture, talent and HR practices currently interact and support growth. It starts with a review of existing HR processes, tools and governance, combined with an exploration of organisational culture, leadership narratives and strategic objectives. Particular attention is paid to how values are translated into everyday decisions, interactions and behaviours.

These elements are cross-referenced to identify strengths, gaps and tensions, in light of current and future challenges such as digitalisation, evolving careers, new generations and changing ways of working. The outcome is a structured assessment report with concrete recommendations and priorities, serving as a basis for informed decision-making and short-, medium- and long-term action planning.

The Toolbox

To shape, embed and sustain change

The Toolbox translates the insights from the assessment into concrete and tailored interventions, supporting co-workers, teams and managers in their daily actions, decisions and interactions. The tools are selected based on the organisation’s context, maturity and strategic priorities, and are designed to integrate seamlessly into existing HR processes, ensuring coherence and a high-quality employee experience.

The toolbox may include, among others: values-based talent and performance management practices, leadership and collective intelligence journeys, strengths- and meaning-based feedback processes, learning and development pathways aligned with both organisational and individual needs, and HR tools that support sustainable growth and collaboration. This pragmatic and flexible approach enables organisations to move from intention to action, while anchoring change over time.

Coaching session - stand-alone or in a journey package

A 1.5 hour coaching session, either on demand to explore a specific question or issue, or in the form of a journey of 5 or 10 sessions depending on the nature of the coaching objective, the context and the needs of the coachee. This is for anyone, either sponsored by the employer or on their own initiative.

In all cases, the session or journey ends with an action plan that can be directly applied, and success indicators that are useful for co-development with the coachee’s manager and HR.

Depending on the context of the coaching initiative, a tripartite meeting – bringing around the table the coachee, HR and/or the coachee’s manager, and the coach – can also be held at key moments in the process: start, mid-point and closing. This is a best practice in coaching aiming alignment, open and respectful communication, and effective action.