01 — Manual Performance
Performance management is policy-led and linked to KPAs, yet it is not supported by an accessible system, manager routine or leadership view.
Talent Management as a Service
A focused proposal
for Afrizan People Intelligence
Establishing performance enablement, talent development and succession readiness for the people behind Afrizan’s growth.
Executive Summary
The case for acting now
Afrizan has a clear opportunity to turn performance, talent investment and succession from separate manual decisions into one visible operating rhythm.
Performance management is policy-led and tied to departmental goals and individual KPAs, but it does not yet run through a system. At the same time, leadership wants a stronger view of who to develop and who can step into critical roles before external recruitment becomes the default response.
The recommended phase-one programme provides a focused foundation for the head-office population. It brings the existing performance approach into a practical cadence, creates evidence for talent-development decisions and establishes people-based succession readiness for an agreed critical-role cohort.
Key proposition: Afrizan can create a repeatable talent operating system for approximately 90 people without waiting for a broader HR technology programme to be completed.
90
Head-office employees
The intended starting population across recruitment and selected support functions.
3
Immediate priorities
Performance enablement, talent development and succession readiness.
12
Indicative weeks
A focused implementation sequence from discovery to embedded governance.
Our Understanding of Your Needs
Where Afrizan stands today
The sales discussion identified a practical, contained starting point: establish the core talent disciplines at head office, then make later expansion an informed choice rather than a premature commitment.
02 — Development Choices
Leaders want a clearer way to identify people in whom Afrizan should invest, then convert that view into development action.
03 — Critical-role Risk
Succession needs to show who can step up internally, where readiness gaps remain and when external recruitment is genuinely required.
04 — Career Visibility
Recruitment and support pathways exist in practice but are not yet a consistent, visible structure for mobility and succession conversations.
Our commitment: the recommended design is grounded in Afrizan’s current operating reality. It begins with the people and roles where better talent decisions matter now, rather than imposing a broad generic transformation.
Priority One
Performance management: from policy to practice
The objective is not to add another form. It is to give managers and employees a reliable rhythm for agreeing contribution, tracking progress and responding earlier when support is needed.
The phase-one design will align departmental goals, individual KPAs and manager-led check-ins. It will create a practical foundation for the development and succession decisions that follow from performance evidence.
A five-step performance rhythm
1
Clarify contribution
Make the link between each role, team priorities and Afrizan’s operational goals explicit.
2
Set focused goals and KPAs
Translate the existing policy into clear, usable objectives with accountable owners.
3
Commit to action
Define the key actions, measures and support required to make progress visible.
4
Review and coach
Give managers a structured cadence for progress conversations, feedback and escalation.
5
Connect performance to movement
Use evidence from the process to inform development, readiness and career conversations.
The Integrated Response
Three practices, one operating system
Performance, development and succession should reinforce each other. The recommended approach connects the evidence created through performance with the decisions Afrizan needs to make about investment and internal movement.
| Practice | What It Does | Working Outcome for Afrizan |
|---|---|---|
| Performance Enablement Priority | Creates a repeatable cycle of goals, KPAs, check-ins, feedback and leadership visibility. | A more consistent view of contribution and earlier manager-led support. |
| Talent Identification & Development | Structures talent evidence, profiles, reviews and purposeful development actions. | Clearer choices about who to invest in and how to develop them. |
| Succession Management | Defines critical roles, nominees, readiness horizons and development actions. | Earlier internal-versus-external recruitment decisions for the roles that matter most. |
| Career Pathways | Makes recruitment and support-function progression practical and visible. | More credible internal movement and stronger retention conversations. |
How We Deliver
Six capabilities. One managed service.
TMaaS combines Technology + Tools + Team. The service is designed to give Afrizan a practical operating model without requiring HR to build every specialist capability internally.
| # | Capability | What This Means for Afrizan |
|---|---|---|
| 1 | Talent Process Design | Co-design the performance, development and succession methods around the existing policy, KPAs and operating structures. |
| 2 | Platform Configuration | Configure an appropriate phase-one environment, access model and manager workflow for the head-office population. |
| 3 | Data Design & Management | Confirm the employee, role, performance and succession data needed to make the first cycle effective. |
| 4 | Decision Views | Bring agreed talent signals into a usable set of leadership and HR views through DataHub and DataWiz. |
| 5 | Implementation Management | Manage the discovery, configuration, pilot and readiness milestones with clear ownership. |
| 6 | Enablement & Governance | Equip managers and HR to operate the new rhythm and sustain it after initial implementation. |
Technology Platform
Built for Afrizan’s environment
The proposed platform is intended to complement Afrizan’s broader HR technology work. The right data approach with Sage 300 and any other sources will be defined in discovery rather than assumed in advance.
◈
TalentPrint
Performance, assessment, development plans and manager-led talent reviews.
◉
TalentProfile
Experience, skills, aspirations and career-mobility information.
◫
DataHub
Central talent-data foundation for approved employee and succession inputs.
◧
DataWiz
Priority leadership views for performance, development and succession decisions.
Data approach and access
Sage 300 discoveryConfirm the appropriate data flow, scope and ownership during implementation.
Role-based accessEmployee, manager, HR and decision-maker roles agreed in phase one.
Scoped source dataOnly the relevant employee, role and talent data is defined before configuration.
Included in the Design
Career movement made visible and practical
People-based succession requires a view of movement, readiness and development - not a department chart alone. The working pathways below will be calibrated with Afrizan during discovery.
01
Recruitment progression
Administrator → 180 recruiter → 360 recruiter → lead → portfolio leadership. The pathway will make the movement already visible in Afrizan’s flat structure more consistent and assessable.
02
Support-function progression
Specialist → lead → senior role. Finance, payroll, marketing and executive support can use the same readiness and development logic.
03
Critical-role readiness
Agree which roles are critical, then assess successor options and development actions against an appropriate readiness horizon.
Phase-one boundary: this proposal does not pre-determine the succession cohort. The first discovery session will identify the critical roles and the right level of assessment activity.
Competitive Context
Why TMaaS
The relevant comparison is not simply software versus software. Afrizan should assess the complete capability needed to sustain performance, development and succession once implementation is complete.
| Decision criterion | Standalone workflow approach | TMaaS managed-service approach |
|---|---|---|
| Operating method | May digitise forms and approvals, but the performance and talent method needs separate design. | Combines platform configuration with tools, process design and an operating rhythm. |
| Manager adoption | Typically sits with the client after implementation. | Includes enablement, implementation support and practical manager guidance. |
| Succession depth | May provide a successor list; readiness and development methods vary. | Connects critical roles, successor evidence, readiness horizons and development action. |
| Decision visibility | Can require manual consolidation across systems and spreadsheets. | Supports an agreed talent-data foundation and leadership decision views. |
Reference Evidence
Proof should be relevant, approved and specific
No client case studies are included in this proposal because no approved reference permission or verified case-study evidence was supplied with the brief.
Next working session: Peopletree can share approved anonymised examples relevant to performance enablement, high-potential identification and succession pipeline design. The discussion will focus on implementation method and decision outcomes rather than generic claims.
Delivery Approach
A phased approach built for speed to value
The initial programme uses a 12-week sequence to establish the phase-one design, evidence and governance. It can later inform expansion to branch or field populations.
Phase 1
Weeks 1–2
Discovery & alignment
Confirm population, performance policy, KPA approach, decision owners, source data and the critical-role cohort.
Phase 2
Weeks 3–5
Configure the operating system
Set up the performance rhythm, role pathways, access model, profile structure and initial decision views.
Phase 3
Weeks 5–8
Build talent evidence
Launch agreed profile and assessment activity, then facilitate the first talent review conversations.
Phase 4
Weeks 8–10
Establish succession readiness
Nominate successors, assess readiness and agree development actions for the agreed critical-role cohort.
Phase 5
Weeks 11–12
Embed governance
Enable managers, finalise leadership views and agree the ongoing operating cadence for performance, development and succession.
Investment Summary
Commercial proposal
No approved price list or commercial schedule was provided with the source material. The investment structure below clarifies the inputs required for a complete proposal without presenting invented figures.
Technology scope — Annual
Performance enablementGoals, KPAs, check-ins, manager workflow and agreed decision visibility for the phase-one population.
To confirm
Talent evidence and developmentProfiles, agreed assessment activity, talent-review method and development actions.
To confirm
Priority succession workflowCritical-role cohort, readiness method and agreed reporting views.
To confirm
Technology scopeConfirmed after discovery
Professional services — Year 1
Discovery and process designWorking sessions to confirm scope, critical roles, data inputs and the operating rhythm.
To confirm
Configuration and enablementImplementation, manager training, governance design and launch support.
To confirm
Ongoing managed supportOngoing enablement, review and optimisation after the initial implementation phase.
To confirm
Professional scopeConfirmed after discovery
What is included
The final scope will distinguish technology access, implementation, manager enablement and ongoing support.
Population decision
The current estimate is approximately 90 head-office employees. The agreed succession cohort remains a discovery decision.
Year two onwards
Professional fees reduce materially as the work shifts from implementation to ongoing enablement, but they do not reduce to zero.
Supplementary Reading
Business Case
The investment case for the operating model
A practical framework for comparing the capability Afrizan needs to build internally with the managed-service approach.
View business case →Extended Services
Future service roadmap
Potential extensions after phase one, presented as options rather than current commitments.
View extended services →IT & Security
Technical briefing
A concise starting point for IT, security and compliance reviewers before formal due diligence.
View technical briefing →