Reggy-Charles Degen's Linkedin Analytics

We don't lack talent. We lack the DATA to find it. When all leaders claim talent shortages, I disagree. The issue isn't scarcity... It's visibility. In 2025, we could have all the people data we need. Yet companies still use outdated tools like 9-box grids or gut feelings to spot potential. Last month, I mapped a tech firm's talent pool in 3h. We found hidden gems at every level: - growth-ready employees - quiet contributors - perfect mentors - flight risks How? Well, we: - connect data points instead of gathering more - make talent spotting everyone's job, not just HR's - use objective profiles instead of subjective reviews - used a universal framework with a common language So... Are people missing, or are you just not seeing them? 😌 P.S. the framework we used is the People Model Canvas if you want to learn more, send me a DM 😉 P.P.S. of course, talent is rare these days, don't get me wrong. But if we had better data, it would be a much smaller problem than it is today.

By 2026, two things will define your payroll: 1. Role definitions 2. People assessments The upcoming European legislation demands precise salary benchmarks. To be compliant, you need two fundamentals in place ↓ The first step is to clearly define every role in the company, allowing you to describe and benchmark it effectively. It sounds complicated and heavy... It's not. Particularly with the People Model Canvas, you can really simplify the whole process. The second thing is, once you have the roles with the value of the role, you then want to know how to correctly assess the person. In many companies, assessment is driven by a single criterion, like performance. We recommend using multiple reference points, such as competence, potential, and values. The combination of these two will make your process qualitative and enable you to meet the expectations of the legislation.

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I spent years running big meetings that created labels and reports nobody used 😔 We put people in 9-box grids, calling some "high potential" based on opinions and office politics… making lists that led to no growth. Real strategic talent reviews need a shift. • Give managers clear rules before meetings. • Look at performance, skills, vision, and values. • Use an open-source framework like the People Model Canvas to have objective rating scales Leaders should confirm, not judge. Data must root choices in facts, not gut feeling. Strategy happens when you shift from rating to growing, from subjectivity to decisions based on facts. What do you think? 😌

How to avoid saying "Why didn't we see this coming?" when a top talent decides to leave you ↓ It happens all the time: - A high performer resigns unexpectedly. - Your CEO says: "Didn’t you see this coming?” - You ask yourself: "Why didn’t we know?" Sound familiar? Are you reacting to attrition or proactively preventing it? The game-changer is to look at more data. If you only look at one data point at a time, it's often hard to anticipate an attrition risk. But when you combine data like tenure, talent potential, performance, and reward, you unlock early warning systems for talent retention. That's how you move from reactive to proactive HR. To never have to say "I didn't know" again. P.S. what's holding you back from leveraging more HR data in your organisation?

Message aux RH francophones dans mon réseau : Ceci n'est pas un évènement RH classique. Le Festival RH, c'est : • des talks inspirants par des RH de terrain • des ateliers concrets pour repartir avec des solutions • des échanges vrais, entre pairs, sans jargon ni bullshit En plus, vous aurez l'occasion de rencontrer mes deux collègues, Thomas et Caroline ! 😉 Si ça vous intéresse, je mets le lien ci-dessous. Reggy

No CTO? Act like you have one. One of my favorite organisational hacks is the concept of "Acting" roles. Here's how it works: Imagine you're running a small company with a CEO, CMO, and CFO, but no executives for IT, operations, or engineering. You have talented people running these functions, but they're not senior leadership. Instead of leaving these departments in organizational limbo, create formal C-Suite positions and have existing executives temporarily fill them. Your CEO becomes both CEO and Acting CTO. (for example) This accomplishes three critical things: 1. It creates clear reporting lines for team members 2. It establishes proper org architecture from day one 3. It presents a complete executive structure to partners and clients Everyone knows exactly where they sit in the organization. I've implemented this in startups, scale-ups, and even during transformations at larger organizations. The clarity it creates is invaluable.

Collecting HR data without taking action is meaningless. The breakthrough in HR analytics isn't the perfect visualization. It's when managers ask: "Now that we know this, what will we do differently?" Change happens when data enters the meeting room. The key is that we put information directly into managers' hands for action plans on development and retention. The magic wasn't in the metrics. ↳ It was in the decisions. Want your HR function to drive real change? Use data as fuel for team decisions where every leader owns results. What action can you take with unused HR data today?

Your competence library is already obsolete. By the time HR maps all skills, half will be outdated. Competencies that lasted 35 years in the 1950s now last 3-5 years. And AI will shrink that even more. I saw this at Xerox. We built a huge competence library. On launch day, the tech we listed was already replaced. The only ones who won? ↳ the big consulting firm we paid to help us create it. HR teams must stop trying to track everything. Focus on what matters: core skills like solving problems, project management, autonomy, or client interactions. And for tech skills? Let team leaders track these their own way. A simple spreadsheet works better than any big system for this. Trying to track all skills is a game you'll never win. I've tried myself and lost. Don't be like me 😉

I've seen too many new hires quit in the first month. That's when I realized a buddy system was the missing piece. Here's why: A “buddy” system changes everything. Here’s what works for our clients: • Every new hire gets a buddy from day one • The buddy is a peer (a positive role model in the team) • They meet on day one, • keep in touch every week, • and have a real catch-up every two weeks. Their job is to help the newcomer feel welcome, explain how things work, answer questions, and make real introductions. This system creates magic: • Team members bond and dive into work • They are driven by your culture, not just tasks • New hires grow roots and stay  for the long term It's simple, but it makes all the difference. Who here has a buddy system? 😉 Say hi in the comments 👋🏻

We need to stop telling our employees they are our most valuable asset. Because it's just not true. Looking at the image below, what do you think is actually the major asset of companies? ⇒ It's competencies. Let's be honest, this tattoo artist won't keep her job for very long, right? But If the manager of this tattoo artist kept repeating to her that she's their major asset, she won't understand what's going on when she gets fired. We need to be clear with our people. It's in the best interest of everyone: them and us. When you shift the focus to competencies: → The company will grow its performance → Your employees will grow their own value Everyone wins. And no one is surprised. Let's stop pretending people (on their own) are the most valuable asset of our organisations. Let's be fair. Let's be honest. It's better for everyone.

HR is hard. You get pressure from all directions. But it doesn’t have to be like that ↓ As an HRBP, you: • are overwhelmed with paperwork • patch together inconsistent policies • connect disconnected spreadsheets • defend your work in front of managers It should not be like that. You're worth more. And that's why I created the People Model Canvas. After decades of experience as an HR professional myself and teaching HR at university, I built a universal framework for managing people. It has already changed the lives of hundreds of HRBPs! Will you be the next? 😉 P.S. if you'd like to learn more, send me a DM, I'm happy to help!

We built a framework to help differenciate all job roles that exist. But it's NOT a job classification model. Let me explain ↓ We took 6 world-class "classification" models: • Hay/Korn Ferry • Mercer (CGR) • Willis Towers Watson • University of Southern California • Elliot Jacques • EFQM model And derived a universal management matrix with 7 role profiles that cover all jobs in the world. No matter your industry. No matter your geography. No matter if you're a for-profit. No matter if you're a non-profit. All the roles in your organisation will fit in one of these seven profiles. I guarantee it 😉. See if you can identify the dominant profile of your own role! Each profile is described on 11 core dimensions such as: • project management capabilities • interactions with others • level of autonomy • etc. Why should you care? ↳ Because this changes everything: • how you distribute remuneration • how managers prepare for 1:1s • how you write job descriptions • how you identify top talent • how you give feedback • and so much more... It's called the General Expectations Profiles (GEPs). P.S. we have a full PDF sheet available, is anybody interested to get it? Let me know ↓

I mapped the ideal HR year. 14 key moments that create the perfect rhythm for your people processes. After decades in talent management, I've engineered a systematic approach to structure the Talent Management Lifecycle: BUSINESS FOUNDATION (Start of cycle) 1. Business sets objectives and budgets (typically begins in October for civil year) 2.  Define reward/benefits budget which influences future salary increases QUARTERLY RHYTHM 3. Quarterly Business Reviews (3 half-day sessions per year) 4. Definition of OKRs based on QBRs FORMAL EMPLOYEE TOUCHPOINTS 5. First  1:1 with every employee (December-February) 6. Second 1:1 with every employee (June-August) COLLABORATIVE TALENT REVIEWS 7. Collaborative talent reviews during which you calibrate managers opinions (before 1:1s) 8. Self-scan right before 1:1s (employees reflect on themselves) FEEDBACK COLLECTION 9. Manager scanned by employees (eNPS) in September (employee feedback on managers) DATA CONSOLIDATION & COHORT CREATION 10. HR consolidates results (after 1:1s) 11. Creation of specific action plans by groups of employees with similar characteristics on performance, potential, etc (cohorts) SUCCESSION & REWARDS 12. Succession planning sessions (twice per year, 2-3 hours each with focus on key roles) 13. Benchmark and define market-based pay ranges after job description review 14. Simulations, RemCo, and salary increases I hope this is helpful 😉 P.S. do you see anything that's missing? Or does this feel complete?