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Pan-African insurer: redefining a talent and learning strategy


Business strategy



Our client, a premium financial services firm, is one of the largest insurance providers in Africa with operations in more than a dozen countries. In a bid to develop a more consistent, employee-centric, and industry-leading experience for all employees, their human capital business group engaged our team for help redefining their talent and learning strategy. Working together, we reimagined their strategy which sets the direction for delivering a future-fit, highly skilled and satisfied workforce.

  • Outcome 1: A redefined talent and learning strategy which will support elevating the Group Employee Value Proposition (EVP) and increase overall business readiness for the future of the digital African economy.
  • Outcome 2: Defined a 3-year strategic roadmap, equipping their human capital business leaders with the tools to effectively deliver the redefined vision and strategy.

The Challenge

We are seeing an unprecedented growth in population, industry and innovation across the African continent, with over 230 million jobs projected to require digital skills by 2030. However, Africa currently does not possess the workforce (both in terms of size and capability) to meet the demand for digital. This talent gap developing across Africa is something our client has begun to experience as they look to win the war for highly skilled people across the continent. By redefining their talent and learning strategy, our client wants to focus on creating a market-leading employee experience which supports retention and enables them to attract the best talent in the market.


The Approach

To create a strategy built around our client’s employees, we conducted an initial stakeholder workshop to gather insights and understand the day-to-day challenges each employee experiences, which were mapped against a set of personas (the line managers, the employees, and the human capital business partners).

From this, we assessed the opportunities and challenges around each stage of the employee “value chain” (attract, recruit, onboard, develop, review, promote, and offboard), undertaking outside-in market research to identify the global trends shaping human capital to inform our strategy.

We then worked with our client’s leadership team to co-create a strategic vision for the talent and learning function, followed by defining the strategic proposition to deliver a future-fit employee experience. This was supported by a 3-year delivery roadmap outlining the tactical and strategic initiatives required to successfully delivery the strategy.

The Impact

Through redefining the talent and learning strategy, a greater focus has been placed on the employee experience and investing skills development that supports evolving business needs. Our client can now deliver more personalised forms of career support across the value chain, because of this greater understanding of employees and what they want to achieve during their career.

The long-term impact will be the development of a highly skilled and digital savvy workforce which creates a competitive advantage in the financial services market.


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Chris Weiss