Client Value Add Plan
Use It to Build 90-Day Client Value Plans
What this document is for
Use it in quarterly 1:1s with each consultant. Review their Advance-stage clients, discuss what is on each client’s mind, and commit to 1–3 value-adds per client for the next 90 days.
The menu goes beyond recruitment. It is designed to help D&B add value across attraction, onboarding, development, retention, succession, and offboarding.
How D&B plays across the lifecycle
How to Run the Session
Before the session — 5 min prep
Consultant brings their Advance-stage client list. You bring last quarter’s commitments — what shipped, what slipped, and why. Open the relevant lifecycle menu and review the Pre-QBR checklist before you sit down.
For each client, ask four questions
What did we commit to last quarter, and did we deliver? What is on the client’s mind right now? What 1–3 value-adds would land best in the next 90 days? Who owns each action, and by when?
Capture commitments
Complete the per-client worksheet during the session. If it is not written down, it does not happen.
Close with focus
Pick the single value-add across the consultant’s portfolio that matters most this quarter. Ask which client is most at risk of drifting if nothing happens in the next 90 days.
Review cadence
Run a quick midpoint check-in at week six, then review outcomes at the next quarterly session: what shipped, what slipped, and what the client said.
Pre-QBR Preparation Checklist
What is on the client’s agenda right now?
Know the tenders, restructures, project wins, board decisions, growth plans, and people issues shaping their world.
What does their current headcount picture look like?
Know recent hires, losses, growth or restructure signals, and how any D&B placements are performing.
What is the relevant market data for their sector?
Bring one specific data point on salary movement, candidate availability, or competitor hiring activity.
What did we commit to last quarter — and did we deliver?
Review the previous worksheet first. If something slipped, know why and have a plan before the client raises it.
What is the one thing you want them to agree to before you leave?
Go in with a clear ask: a pipeline conversation, a workforce planning session, or an intro to a new stakeholder.
The Full Employee Talent Lifecycle
Attraction & Employer Branding
Helping clients win the right people before a role even exists.
Onboarding & Induction
Setting new hires up to succeed — and to stay.
Development & Training
Growing people so they stay and perform at a higher level.
Retention & Engagement
Keeping the people worth keeping — and knowing when to act.
Succession & Promotion
Building leadership depth before it is urgently needed.
Offboarding & Alumni
Ending well — and staying connected after people leave.
Attraction & Employer Branding
EVP Review
Share D&B’s experience building and articulating our own employee value proposition — what we tried, what landed, and how we now use it in hiring conversations.
Salary & Benefits Benchmarking
Real-time remuneration data for the client’s priority roles — what the market is paying, where they sit, and where gaps could create attraction or attrition risk.
Competitor Employer Landscape
Who is hiring, what they are offering, and how competitors are positioning themselves to candidates in the same market.
Promoting Their Business
For SME clients, promote their employer brand across D&B’s candidate network, LinkedIn platforms, and sector channels to extend reach to passive talent.
D&B built its EVP from the ground up over the last three years. We can share what that process looked like, what we got wrong early, and how it improved the quality of candidates approaching us.
Onboarding & Induction
30/60/90 Day Framework
D&B uses a structured 30/60/90 day induction. We can share the milestones, check-ins, and expectations we use, and the impact on early tenure outcomes.
Candidate Feedback & Settling-In Report
Structured feedback from placed candidates on how they are settling, how the role compares with the brief, and any early signals worth addressing.
Onboarding Best Practice Referral
Where a client wants to formally redesign induction, we can connect them with HR and organisational development specialists we trust.
Our 30/60/90 day program includes milestone check-ins, a named buddy, and clear expectations from day one. Consultants who go through it reach billing confidence materially faster.
Development & Training
L&D Framework Sharing
Share D&B’s Foundation, Elevate, and High-Rise development programs, the logic behind each stage, and the outcomes we have seen in billing performance and progression.
Market Investment & Sector Briefings
Where capital is flowing, which skills are emerging as scarce, and where clients should invest in learning to build the capabilities the market will need next.
Hiring Manager Interview & Assessment Tips
Practical guidance on structured interviews, assessment frameworks, and more consistent candidate evaluation.
L&D Specialist Referral
For clients wanting to build a formal learning and development function, connect them to leadership development and coaching partners.
D&B’s L&D investment is a tangible part of our EVP. Consultants who complete our structured programs bill with more confidence, retain clients better, and progress into leadership faster.
Retention & Engagement
Tenure & Culture Story
Share D&B’s long-tenure culture story — the role of leadership, recognition, development, and genuine career investment in keeping good people.
Salary Pulse — Retention Risk
A targeted salary review for the client’s highest-risk roles, showing where market movement could create flight risk they may not yet see.
Key Appointments Watch
Track senior moves across competitors and adjacent markets to help clients anticipate retention pressure before it lands at their door.
Engagement & Retention Specialist Referral
For formal engagement surveys, exit interview programs, or retention strategy work, connect them to specialist HR and people analytics practitioners.
Some of D&B’s most senior people have been with the business for more than a decade. That reflects deliberate investment in culture, recognition, development, and leadership quality.
Succession & Promotion
Internal vs External Hiring Insight
Share D&B’s experience of internal promotions and external senior hires, and what we have learned about when each approach works best.
Senior Talent Market Mapping
A strategic view of who is available at senior level, who may become available, and what it could take to attract them if needed.
Project Awards & Tenders Pipeline
A view of major project wins and upcoming tenders that may create leadership demand clients should plan for now rather than react to later.
Succession Planning Specialist Referral
For formal succession frameworks, capability matrices, and leadership pipeline work, connect them with specialist partners.
D&B has promoted from within and hired externally at senior levels. The lesson is consistent: succession planning works best when it starts well before the vacancy.
Offboarding & Alumni
Legislation & Compliance Updates
Sector-specific updates on employment law, visa rules, and HR compliance obligations relevant to exits and offboarding.
Exit Intelligence Sharing
Directional, anonymised market insight on why people leave certain organisations or sectors, helping clients see whether their patterns are normal or symptomatic.
Alumni Network & Offboarding Specialist Referral
For clients wanting to build alumni programs, structured exit interviews, or rehire pipelines, connect them to specialist practitioners and platforms.
D&B is still building its own alumni capability. Position this area as forward-looking: share the intent, add relevant market intelligence, and refer clients to specialists who can help them do it properly.
One Sheet Per Advance-Stage Client
1. Last quarter — what did we commit to, and did we deliver?
2. What is on the client’s mind right now?
Tenders, restructures, hiring pushes, board agenda, strategic bets, workforce pressures, people challenges.
3. Our commitments for the next 90 days — 1 to 3 maximum
| What | Lifecycle stage | Why it matters now | Owner | By when |
|---|---|---|---|---|
| [Pick from menu] | [Stage] | [One sentence] | [Name] | [Date] |
| [Pick from menu] | [Stage] | [One sentence] | [Name] | [Date] |
| [Optional third] | [Stage] | [One sentence] | [Name] | [Date] |
4. Notes & watch-outs
Webuild — What Good Looks Like
Last quarter
Delivered: Salary Pulse for Engineering roles, Senior Appointments Watch.
Slipped: Structured Feedback Framework, after two client reschedules. Rebook this quarter.
Client feedback on the salary pulse was strong and shared internally with the regional HR team.
What is on the client’s mind now?
- Two major NSW infrastructure tenders in May, with outcomes expected in July.
- Time-to-Hire has increased from 41 to 45 days, and Fabio wants to understand why.
- The board has asked HR for a workforce plan tied to tender outcomes.
- A new VP Project Controls is starting in June during an internal restructure.
| What | Lifecycle stage | Why it matters now | Owner | By when |
|---|---|---|---|---|
| Hiring Manager Interview Tips (item 10) | Development & Training | Helps address Time-to-Hire by improving interview quality and assessment consistency. | Sam | End April |
| Bespoke Tender Talent Map (items 17 + 18) | Succession & Promotion | One-pager for each NSW tender: likely roles needed, where the talent sits, and who else may be bidding. | Sam + Research | Mid-May |
| Capital Investment Brief (item 09) | Development & Training | Give Fabio an early version to support the board workforce planning pack. | Sam | End May |