Confidential Proposal
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This document has been prepared exclusively for dfcu Bank. Please enter the access code to continue.
dfcu Bank has a board-approved talent strategy and the ambition to execute it. This proposal shows exactly how Peopletree Group activates each pillar - with the technology, tools, and team to make it operational in 6-8 weeks.
dfcu Bank has done the hard work. You have a board-approved talent management strategy, a clear understanding of your critical roles, and a leadership team that recognises the commercial risk of talent gaps. What you need now is the infrastructure to execute - the technology, the tools, and the team to turn strategy into practice.
Our proposal is structured in two phases. Phase 1 focuses on your most urgent need: building a structured succession pipeline for your 200 most critical roles - branch managers, sector heads, and key relationship managers. Phase 2 extends the platform enterprise-wide across all 1,200 employees, based on the results of Phase 1. This approach reduces your initial commitment, delivers measurable value quickly, and gives your EXCO a clear proof point before full rollout.
dfcu Bank's Talent Management Strategy defines a clear five-pillar framework. The strategy is approved. The aspiration is set: "bank-wide self-sufficiency of resource." What is missing is the execution infrastructure to bring each pillar to life. Peopletree's role is to provide exactly that - not to redefine your strategy, but to make it operational.
Identifying, selecting, onboarding and integrating talent through competency-based assessment and analytics-driven internal mobility - ensuring the right people move into the right roles from within the bank.
Using structured, research-based 360° behavioural assessment to inform selection and development decisions - applied consistently across the Management and Executive bands.
Managing individual learning, development and progression to drive competence development and provide ready succession for critical roles.
The practices and mechanisms that ensure employee commitment and enable performance - including EVP, management practices, and retention toolkits.
Integrating standardised talent data for insightful analysis using the People Balance Sheet as the basis for optimal planning, development and deployment across the bank.
Phase 1 activates Pillars 3 and 5 - Career Development and Talent Analysis - for your 200 most critical roles. These are the two pillars your strategy identifies as requiring the most urgent execution infrastructure, and where the commercial risk of inaction is highest.
Your strategy is clear. The gaps are in execution infrastructure. Each challenge below maps directly to a pillar in your Talent Management Framework - and to the specific capability needed to close it.
Your strategy defines the People Balance Sheet as the basis for optimal talent planning. Without integrated data systems, this remains a concept rather than a live management tool - and talent decisions stay manual and reactive.
Critical Priority
Your strategy requires talent pipelines ahead of demand, with a focus on critical roles. There are no structured successors identified for your EXCO, branch managers, sector heads, or relationship managers - leaving the bank commercially exposed at every vacancy.
Critical Priority
Relationship managers carry client relationships. When they leave - often to fintechs - clients follow. Your strategy calls for differentiated retention of high-potential talent; without the data to identify and act on flight risk, this principle cannot be applied.
Critical Priority
Your strategy requires disciplined execution of core P&CT processes across the organisation. A team of approximately 10 HR specialists cannot deliver a full talent lifecycle across 1,200 employees without the right tools and external execution support.
High Priority
Your strategy calls for bank-wide self-sufficiency of resource. Without structured internal talent data, selection decisions rely on manager opinion rather than competency evidence - making it harder to identify and move the right people into sector-specialised roles from within the bank.
High Priority
Your strategy calls for structured, consistent behavioural assessment to inform selection and development decisions. Currently, assessments are ad hoc and their outputs are not connected to succession planning, career development, or the People Balance Sheet.
Strategic Riskdfcu Bank's five-pillar Talent Management Strategy is approved and ready. TMaaS provides the technology, tools, and team to activate it - one accountable partner delivering an integrated managed service across your talent practices. No new headcount. No complex IT project. No strategy left on paper.
A fully hosted, integrated talent platform - DataHub, TalentPrint, TalentProfile, and TAILA - configured for your organisation. No IT project required. We handle hosting, security, and maintenance.
Purpose-built tools for every talent practice: behavioural assessments, succession planning, performance management, people analytics, and career mobility - all connected in one system.
A dedicated Peopletree team works alongside your HR function. We design, configure, and run the talent processes - providing the capacity and expertise your team needs to deliver at scale.
Phase 1 covers the Management and Executive bands - EXCO and DF10–DF13 - the scope your Talent Management Strategy defines as the minimum implementation threshold. We begin with your highest-risk roles: branch managers, sector heads, and key relationship managers. Our CET readiness model gives each successor a time-based readiness horizon, turning a static list into a live, actionable pipeline.
Readiness is not binary. Our approach evaluates each successor across three dimensions: Ability (behavioural fit and performance at the next level), Aspiration (does the person actually want the role?), and Agility (speed to close the gap). Succession plans that skip aspiration are the ones that fail at the moment of truth. Read our thinking on succession readiness →
Illustrative only. Actual distribution based on assessment data.
Every TMaaS engagement includes these six capabilities as standard - delivered as a managed service, not as an IT overhead.
DataHub serves as the digital infrastructure for your People Balance Sheet - the integrated talent data view your strategy identifies as essential for optimal planning, development and deployment. It integrates with your existing HRIS and payroll to create a single source of talent truth.
TalentPrint is a rapid, research-based 360° feedback tool that maps each person's behavioural profile across 18 talent clusters using forced-ranking - eliminating rater bias and producing genuine differentiation. Built on the Talent Genome competency framework (98 peer-reviewed studies). Assessments complete in 9–14 minutes. The result is a data layer that reduces the manager perception bias the 9-cell grid is known for - and gives your talent pool categorisation a behavioural foundation, not just a manager opinion. Feeds directly into succession and development planning.
Turn your critical roles list into a structured succession pipeline. The CET readiness model calculates time-based readiness horizons for every successor, giving EXCO full visibility.
DataWiz delivers 60+ strategic perspectives across 15 HR themes. From attrition risk to performance distribution, your HR team gets the data to make evidence-based talent decisions.
TAILA is the AI intelligence layer across the platform. It provides real-time coaching insights, narrative development feedback, and intelligent goal cascading - stateless and privacy-compliant.
A Peopletree team works alongside your HR function throughout the engagement - designing processes, running assessments, and providing the execution capacity your team needs to deliver.
The Peopletree platform is a fully managed, cloud-hosted suite. All modules share a single data layer - so assessment data flows directly into succession planning, analytics, and AI insights without manual exports or re-entry. Integration with dfcu Bank's existing HRIS and payroll is handled by Peopletree via API or structured data feed.
Ingests HRIS, payroll, and assessment data. Single source of talent truth. Powers the People Balance Sheet and all analytics downstream.
Outputs behavioural profiles into DataHub. Feeds succession readiness scores, IDP recommendations, and coaching narratives automatically.
Employee-facing career record. Connects aspirations and experience data to succession and internal mobility decisions in real time.
Sits across all modules. Generates narrative coaching feedback, surfaces attrition risk signals, and cascades goals intelligently. Azure OpenAI, EU region, fully stateless - no employee data retained by the AI model.
Three realistic paths exist for dfcu Bank. Each has merit, and we want to be honest about the trade-offs.
| Capability | Build Internally | Standard HRIS Add-on | Peopletree TMaaS |
|---|---|---|---|
| Integrated talent platform | Possible but 18–24 months | Limited modules only | Full platform, live in 6–8 weeks |
| Succession planning depth | Requires specialist hire | Basic add-on, limited analytics | CET model, R1–R4 readiness, dashboards |
| Behavioural assessment | Not available internally | Not included | TalentPrint, Talent Genome framework |
| People analytics | Requires data team | Basic reporting only | DataWiz, 60+ perspectives |
| AI-powered insights | Not available | Not available | TAILA - real-time coaching and goal cascading |
| HR execution capacity | Requires additional headcount | Software only, no team | Dedicated Peopletree team included |
| Time to value | 18–24+ months | 6–12 months implementation | Phase 1 live in 6–8 weeks |
| Cost structure | High fixed cost, ongoing headcount | Licence fees, implementation cost | Per-person managed service, scales with you |
These case studies reflect engagements with similar challenges - manual processes, succession gaps, and the need to build internal talent pipelines quickly.
On succession reliability: Most succession plans look complete on paper. The real question is whether they will produce a ready leader when you actually need one. Five dimensions that determine the answer →
A national retail bank needed to assess whether its workforce had the skills to design and execute a new business strategy - and make placement decisions with confidence, not guesswork. The HR team required a real-time, data-driven approach to evaluate staff competency levels across all departments.
Peopletree developed customised Success Profiles and deployed TalentPrint to assess each employee for role fit and development needs. The audit allowed precise alignment between the bank’s strategic objectives and its human resources, identifying skill gaps and development requirements for informed placement decisions.
A billion-dollar property investment company needed to move beyond subjective ‘ready now, ready later’ successor lists. The board had identified executive succession as a top priority but was not satisfied with existing processes. They wanted accurate bench strength data and a detailed action plan to reduce risk.
Peopletree deployed the CET readiness model to evaluate each successor across performance, behavioural fit, career experience, cognitive ability, and learning agility. A time-based readiness horizon (R1–R4) replaced the binary approach. HR presented detailed succession analytics with development budgets at ExCo level and consolidated risk views at board level.
The largest financial conglomerate in Central America needed to align its entire workforce to a new digital transformation strategy. Operating across multiple countries, the organisation required a scalable, data-driven approach to assess 15,000 employees and identify which roles and people were ready to execute the strategy.
Peopletree used TalentPrint to assess the full workforce population and align capability data to the digital strategy requirements. The engagement delivered a clear picture of readiness gaps and enabled targeted investment in the right people and roles.
Our phased approach delivers value quickly while building toward full enterprise capability. Phase 1 focuses on your 200 most critical roles and is designed to be live within 6–8 weeks of kickoff.
Stakeholder alignment, critical roles mapping, HRIS data review, and solution configuration planning.
DataHub configuration, HRIS integration, TalentPrint deployment, and user access provisioning.
TalentPrint assessments for the 200-person critical role population. Talent profiling and succession mapping.
Succession dashboards live. EXCO review session. Development plans for near-ready successors.
Results review, Phase 2 scope definition, and enterprise rollout planning based on Phase 1 outcomes.
This proposal sets out a clear path from strategy to execution. These are the four concrete steps to move from conversation to commitment. A 6–8 week Phase 1 deployment positions dfcu Bank to complete the first full cycle of the Talent Management Calendar with digital infrastructure in place.
Irene to confirm the current HRIS and payroll system details. This allows us to scope the DataHub integration and configure the People Balance Sheet data feeds before Phase 1 kickoff.
Confirm the 200-person population across EXCO, DF10–DF13 - branch managers, sector heads, and key RMs. We will map each role to the succession framework and begin the CET readiness profiling process.
We will support you in building the internal business case for Finance and EXCO approval - including ROI modelling on retention, succession, and efficiency gains.
Schedule a follow-up session with Irene and Marsha to walk through the solution together, validate the scope, and confirm the commercial model before proceeding.
Three supplementary documents have been prepared to support your internal review and stakeholder alignment process.
How dfcu Bank moves from Phase 1 (Pillars 2 and 3) to full activation of all five strategy pillars - including performance management, internal mobility, and a live People Balance Sheet.
View Growth Roadmap →The cost of building equivalent capability internally ($140K-$228K Year 1), six vendor evaluation questions, and a side-by-side comparison. Designed for Finance and EXCO sign-off.
View Business Case →For your IT and security teams: infrastructure architecture, HRIS integration methods, SOC 2 Type II and GDPR compliance, AI data handling, and the responsibility split between Peopletree and dfcu Bank.
View Technical Overview →