Talent Lifecycle Designs is now TALENT CENTRIC DESIGNS - Please update bookmarks!!
I am a talent management executive with 20+ years of corporate experience
I am an external partner in architecting engaging experiences, processes, and teams across the talent lifecycle
I am talent-centric and employee experience-obsessed
... to the creative process involved in program design and to coming alongside people to help them grow and develop.
TALENT CENTRIC DESIGNS is the culmination of a lifetime of personal passion and aspiration - The passion for building programs and shaping practices that make a real impact for people and companies. The aspiration to dedicate my time partnering with companies that share my beliefs about the value people and their experiences bring to organizational performance.
It’s rooted in who I am, in my journey and the experiences that have shaped me.
Learn more of my story, below.
I’ve always enjoyed building and creating things. When I was a child, I thought I’d become an architect. I liked turning ideas into reality, developing beautiful and useful things, and solving problems with people in mind. Eventually, I chose HR and talent management as my career, but still found that I never lost that desire to build experiences that impact people.
I started my career in the late 1990’s, serendipitously at the same time that talent management was emerging as a new practice in HR. I worked in some of the largest companies using the latest research in this new field and was able to be creative, building hundreds of programs across all phases of the talent lifecycle.
In these roles, I was being counted on for my ability to not only design and strategize but also, like a true architect, to deliver and deploy. In addition to realizing that my ability to build could still be put to use, but on impactful experiences, practices, and teams instead of buildings of stone, glass, and metal, I also began to form a set of core beliefs, including that all people have inherent value, and tapping into this value is a multiplier for company performance.
Realizing that all companies needed (and all employees deserved) architected environments where people could thrive, I knew that one day, I wanted to drive this work from the outside so I could partner with many organizations and increase the impact.
And so, I purposefully determined to spend the second half of my career building up a portfolio of key experiences, incubating my ideas, learning from mentors and my own successes and mistakes, broadening my network, and deepening my expertise, all which would prepare me for this eventual plan of running my own business.
By the time I'd crossed my 20th year in my corporate talent management journey, I’d done it all – collecting experiences across the entire range of the talent lifecycle (which is pretty unique if I'm one to brag). I had led and created successful programs in talent brand and talent attraction (including technical recruiting, college recruiting, and exec recruiting), internship programs, learning and career pathing, leadership and executive development, high-potentials, succession planning, competency modeling and performance management, engagement and employee voice surveys, culture transformation, offsite design and facilitation, and much more. Many of the experiences and teams I'd built were recognized as best-in-class.
Then came the events of 2020, which helped clarify for many what was really important, including for me. That was my catalyst year, signaling it was time to leave my corporate career a but sooner than I'd planned and time to start the work I had been preparing for myself.
TALENT CENTRIC DESIGNS is the culmination of my journey, and also the beginning of a new one, shaping changes and coming alongside of partners to architect engaging environments in which people can thrive and organizations can experience increased performance.
Now, I get to spend my days partnering with companies across multiple industries and spanning a variety of needs, all with one underlying purpose - to propel organizational performance through a focus on talent.
And my nights and weekends? Well I get to spend those with my family playing in the mountains of Colorado and the beaches and lagoons of lowcountry South Carolina, as well as teaching Bible study for my church and teaching HR graduate students at the University of Denver.
The short answer is that I partner with organizations to create engaging employee experiences and teams.
The longer answer is that I am obsessed with the employee experience because it is the single biggest multiplier to business results I have seen, so resources spent on architecting experiences across one or more phases of the talent lifecycle are investments in business outcomes, and I believe every body deserves access to these experiences because it makes the workplace a better place to be and therefore increases business success. Win-win!
I spend my days guiding companies on the creation of engaging experiences and teams, and the results that come with that are impactful and exciting.
It's so hard to identify one thing when my whole career has been about designing and introducing evolved and new experiences. One big change that impacted many others was shifting our focus on surveying employees as more of a check-box to really going in deep to assess their voice and their feedback as it related to our culture and overall experience at the workplace. It changed everything about the programs my team was running and how we all thought about engagement and employee voice.
I started my career in college recruiting in the late 1990's, right before the Y2K scare, when companies were in heavy competition for technical talent in order to correct databases with the change over from two-digit years to four-digit years. Not only did I learn program management from this work but I was serendipitously right at the beginning of the start of the talent management profession, and fortunate to be working for companies on its leading edge, who were later to be studied and quoted in the WAR FOR TALENT book that defined the profession.
So, I cut my teeth in what was a masterclass of talent management, learning the best practices in the best ways. This was followed quickly by the dot-com bust and 9/11, both of which combined to make talent management's purpose be questioned - and that actually had a positive impact on me because it made me start really defining my profession's purpose and impact in very real terms.
That as an external consultant I have all the answers. I have had a lot of experiences and tools, and bring these to bear in ideation sessions with clients, but often times we are co-creating the answers and needed practices based on their needs and unique culture.
I don't have a prescribed model I rely on; every situation and organization is unique, because as humans, we are each unique and that is one of the things that makes our broader HR and Talent profession so interesting.
More and more HR professionals are realizing that our calling is to create an environment in which our people can engage and therefore perform - rather than create policies or run payroll. Those things are absolutely crucial but the driver is an engaging environment and those more operational elements are enablers to driving the engaging environment.
When we lead with experience and engagement rather than operations, we lead with the impact HR has on the organization instead of what HR does, and that shifts the whole conversation and perception. I call this having a talent-centric mindset.
At the same time, as we get more and more specialties in HR, we are becoming more siloed. And when we work in silo's, we don't work strategically together to further the experience and engagement of our people. I am so over the statements like "I'm in the fun part of HR" or "I do bread and butter HR" or "Well I'm in training so I guess I'm in HR but not really" because all those do is separate us from one another and denigrate our colleagues. No one HR function is better than the other, we need all of them for a holistic lifecycle approach for our people.
Brittany B, Director Talent Management for a university
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TALENT CENTRIC DESIGNS, a registered trade name of TLD Solutions LLC, is a boutique HR consulting firm headquartered in the Denver, CO metro area (with a satellite office in South Carolina's lowcountry), designing custom programs and experiences for companies of all sizes across the talent management lifecycle, because every company deserves access to the experiences which attract and grow their people to drive deeper engagement and therefore improvements in performance, productivity, and profitability. And, through a project, retained, and on-demand approach, that access comes with the agility, scalability, and cost effectiveness that are needed today. Founder Angela Heyroth brings 20+ years of leadership and HR executive experience, with a unique background of architecting programs across all areas of talent management. Areas of practice include talent attraction and employment branding, talent acquisition and selection, onboarding and orientation, leadership development, hi-po identification and acceleration, succession planning, culture transformation, employee recognition programs, employee engagement, and retreat/offsite meeting design. Keynote speaking is an additional offering on topics ranging from culture and the employee experience, to talent attraction and talent acquisition, and extending into succession planning, workforce planning, and engagement.