Talent Strategy & Talent Programs

All our interventions are fully tailored and co-designed with our clients to meet their specific needs. This page outlines our general approach to supporting Talent Strategy & Talent Programs. For more concrete examples of our work, feel free to visit the “Case studies” page on this site.

Whether the challenge is to:

• Identify and bring to light the profiles your organization will need tomorrow to succeed in upcoming transformations—transformations that increasingly rely on meta-skills,

• Develop high-potential talents and prepare them to take on expanded responsibilities or executive roles,

• Retain and support silent talents who contribute quietly but powerfully to collective performance and successful transformations,

• Foster an intrinsically inclusive culture, especially at leadership levels and across personality types, to reduce blind spots and boost innovation,

  
  

Talent strategy often feels like squaring the circle:

Being both visionary and agile. Strategic and pragmatic. Methodical and rigorous, while staying empathetic and attentive.

My five years as Head of Talents at Natixis Investment Managers (2018–2023) offered countless real-life illustrations of this balance.

Today, drawing from that experience—and from 18 years as an international business leader, managing front-office and support teams—I help organizations and HR teams craft and implement a talent strategy closely aligned with both business priorities and ongoing/future transformations.

Depending on your needs, our support may include:

• Reviewing or co-designing your talent strategy,

• Implementing a process for identifying silent talents,

• Designing and delivering Talent and/or Leadership Programs for future leaders, high potentials, and/or silent talents,

• Facilitating workshops with HR and managerial teams aligned with your business transformation goals,

• Organizing key talent and silent talent identification/retention workshops,

• Conducting exit interviews.

(Non-exhaustive list)

At Hibana Consulting, we always strive to reconcile:

• Strategic Vision

  In the age of AI and the profound shifts it brings, identifying and developing tomorrow’s critical talent today is vital. Only then can we ensure a smooth and effective transition to new—sometimes still undefined—business and organizational models.

• Agility

  While keeping that strategic vision in sight, talent teams must constantly adjust to frequent reorganizations, shifting business priorities, and technological disruptions—not to mention the evolving expectations of newer generations, which often push HR and managers out of their comfort zones. Strategic clarity must be paired with pragmatism.

• Simplicity

  The simplicity of execution is a frequently underestimated success factor. It ensures clarity in communication, enabling managers to fully embrace talent processes—while it eases implementation for already overstretched HR teams. Overly complex systems risk inconsistent application (e.g., reviews focused solely on managers) or rare updates, when regular refreshes are essential.

  
  

• Methodology

  Without a structured, data-informed talent identification process, organizations struggle to counter unconscious bias. This creates two major risks:

  • A direct risk: overrepresentation of "formatted" profiles in leadership, resulting in damaging blind spots.

  • An indirect risk: missed opportunities for performance and innovation, due to overlooking highly talented yet non-standard profiles—in terms of personality, age, background, or origin.

Thanks to AI, we now have the tools to simplify formerly time-consuming processes and better leverage available (including HR) data. Let’s use them to build truly diverse talent pipelines—boosting resilience and innovation across the organization.