Talent Programme Consulting
Talent programme consulting — building the processes and conversations that retain and grow your most valuable people.
Individual Coaching · Hogan Certified · 360° Leadership Development · Leadership Sparring · Based in Copenhagen · Working internationally
Talent Programme Consulting
Developing talent
from the inside out
Talent programme consulting focused on the individual. I combine structured coaching, validated assessments and leadership sparring — so high-potential employees don’t just complete a programme, they grow through it.
My Approach
Talent programme consulting: retention is a relationship, not a milestone
Most organisations invest heavily in identifying high-potential talent. Far fewer invest in the individual conversations, developmental relationships and self-awareness work that determine whether that talent stays — and grows. My talent programme consulting fills that gap — working in the space between the programme and the person.
The individual first
Every engagement begins with the person — their motivations, derailers, ambitions and context, not their job title.
Data-informed, not data-driven
Assessments create a shared language. The real work happens in the conversations that follow.
Leader alignment included
I work with both the talent and their manager. Without this dyad, even the best individual development stalls.
Complement, not compete
Designed to amplify existing talent programmes — adding the individual thread that group learning cannot provide.
What I Offer
Seven ways I work
with your talent
My talent programme consulting is modular. Organisations select the elements that fill the gaps in their existing programmes — or commission a full individual development track.
Individual Coaching
Structured 1:1 conversations focused on the talent’s specific development priorities, challenges and transitions. Typically 6–12 sessions over 6–9 months.
Hogan-Based Coaching
Using HPI, HDS and MVPI to explore personality, derailers and motivational drivers as the foundation for sustained behavioural development.
360° Leadership Development
Working with validated 360 tools selected based on purpose, scope and seniority — whether working with local teams or global populations. Multi-perspective insight translated into concrete development themes.
Development Reports
In-depth written reports translating assessment data into concrete development goals, risk awareness and leadership implications. Clear, honest, actionable.
Leadership Sparring
Structured sessions with the talent’s direct manager: how to support, challenge and develop the individual without derailing the relationship.
Programme Integration Design
For organisations running talent academies: designing the individual coaching layer that sits alongside group modules, ensuring coherence and transfer of learning.
Internal Team Onboarding
After working together, your internal HR team or line managers can run the talent programme independently — equipped with tools, frameworks and confidence to lead development conversations and coaching structures without ongoing external support. Talent selection remains entirely with your organisation.
Assessment Foundation
360° and personality-based
leadership tools
Assessments create a shared language for development — but they are a starting point, not a conclusion. I use validated 360 leadership development tools alongside Hogan assessments (HPI, HDS, MVPI), selected based on purpose, scope and seniority: which group are we working with, at what level, and across what geography.
Assessment data is never used as a label. The real value lies in the conversations that follow — where the individual translates multi-perspective insight into genuine behaviour change. Learn more about my executive coaching approach →
Assessment data is a starting point — not a conclusion. Every tool I use is chosen because it opens a conversation, not because it provides an answer.
Helena Risager · On assessment-based coaching
How It Works
A structured process
with room to breathe
Clear phases. Flexible pacing. Always anchored in the individual’s reality — not a fixed curriculum.
Intake & Contracting
Three-way conversation between consultant, talent and HR/manager. Agreeing goals, confidentiality and success criteria.
Assessment
Hogan and/or 360 assessment completed. Results debriefed with the individual before any coaching begins.
Development Focus
Co-creating 2–3 meaningful development themes. Written plan shared with the organisation at the agreed level of detail.
Coaching & Sparring
Regular 1:1 sessions with the talent. Parallel leadership sparring with the direct manager. Real situations, real stakes.
Evaluation & Handover
Progress review against initial goals. Written summary for HR. Recommendations for continued development — with or without external support.
Who I Work With
Right where group-based development
reaches its limits
I work as a complement or extension to existing talent efforts — stepping in at the moments where a room full of people cannot substitute for one honest conversation.
Talent Academies & Programmes
Organisations running structured multi-module programmes who want to add a 1:1 coaching layer for participants at critical moments.
Transition & Promotion Moments
When a high-potential employee moves into a new role or level of responsibility — and needs individual support beyond onboarding.
Retention at Risk
When a valued talent is showing early signals of disengagement, and the organisation wants to invest meaningfully before it’s too late.
Leader–Talent Friction
Where the relationship between a manager and a high-potential employee is limiting both parties. Systemic work, not just coaching one side.
Succession Pipeline Work
Preparing identified individuals for senior roles — with the individual depth that succession planning frameworks rarely provide on their own.
No Programme — Just Need
Organisations without a formal talent programme who recognise one or two individuals who need structured support to reach their potential.
What Participants Say
“I had just been promoted to head of a centralised department with 18 employees. I had no leadership tools for the role — only common sense and a genuine interest in people. Recognising I needed more, I contacted Helena for a coaching programme to guide me from specialist to leader. And Helena succeeded in that difficult task. I received concrete, practical tools and leadership approaches I could use immediately. Today I still lead a large department and thoroughly enjoy my role — and I owe that to Helena’s coaching.”
Stefan B. · Department Head · Read more client experiences →
Start the Conversation
Ready to invest in your individual talents?
I typically begin with a no-obligation scoping call with HR or the responsible leader — to understand the context, the individual, and whether I’m the right fit. No commitment required.
Reach out at [email protected]
Based in Copenhagen · Working nationally and internationally