DIGIT HR · Talent & Human Capital
Talent is a journey, not a candidate file
From staffing requests and sourcing to interviews, offers, onboarding, performance, learning and succession.
- 01Staffing request
- 02Sourcing and assessment
- 03Offer and onboarding
- 04Goals and performance
- 05Learning and succession
- Staffing need
- Candidate
- Offer
- Onboarding
- Performance
- Growth
The real business problem
From business needs to talent development
Decision-making starts with a job requisition and continues through candidate selection, onboarding, assessment and skills development.
The business journey
How do the parts connect to reach a decision?
- Stage 1:Staffing request
- Stage 2:Sourcing and assessment
- Stage 3:Offer and onboarding
- Stage 4:Goals and performance
- Stage 5:Learning and succession
- Recruiter
- HR manager
- Line manager
Explore the operations
The capabilities behind this journey
Choose any area to see its inputs, actions, documents and the decision it supports.
Recruitment and sourcing
Without a clear Pipeline, requisitions and interviews fall through the cracks, delaying decisions.
Recruitment starts with a defined need, not an inbox full of CVs. The design links the job requisition, position, candidates, stages, interviews, assessment and job offer; at every stage, the responsible person and the next required document are clear. Process quality is measured by requisition age, stage-to-stage conversion rates and reasons for delays, while rejection and acceptance decisions are retained within privacy boundaries.
How does the process move?
We track the job requisition, then the candidate, interviews, assessment and offer; each stage is linked to the preceding and following documents.
OutcomeMeasure conversion rates and elapsed time, and identify reasons for delays.
Inputs and data
- Staffing request
- Position/vacancy
- Candidate sources
- CV
- Interviews
- Assessments
Outputs and documents
- Candidate register
- Stage decision
- Job offer
- Candidate eligible for onboarding
Cases that need review
- Overdue requisition
- Candidate without a decision
- Incomplete interview
- Missing approval
Reporting and follow-up questions
- Applicant funnel
- Requisition age
- Upcoming interviews
- Sourcing channels
Explore the detailed capabilities 14
- Transition: position → job requisition → vacancy
- Clear concepts: position ≠ job ≠ vacancy ≠ job requisition, with visible definitions and links between them
- Job requisitions: register + details + job creation wizard + job ad editor
- Application and candidate register with quick filters, stages and a review queue
- Candidate profile + activity log + forms sent automatically by stage
- Resume parsing with preview
- Posting to job sites
- Applicant messaging from the job requisition
- Interview scheduling + candidate self-booking
- Interview workspace: questions for each evaluator + structured competency-based assessment + evaluator workload
- AI interview recording and summarization with candidate consent
- Job offer and tracking
- Sourcing: LinkedIn extension + talent projects
- Quality of hire (manager assessment after the start date)
Screens and documents in this journey 7
- Recruitment center
- Job requisitions
- Open jobs
- Candidate pipeline
- Candidate profile
- Interviews and assessment
- Job offers
Hiring and onboarding
Accepting an offer does not mean the employee is ready for day one.
- Inputs and data
- Accepted offer
- Candidate file
- Start date
- Tasks, templates and assignments
- How does the process move?
We turn the accepted offer into an onboarding journey with tasks, owners and deadlines, leading to an employee file.
- Outputs and documents
- Onboarding plan
- Readiness task
- Handover/receipt record
- Employee file upon execution
- Overdue task
- Missing document
- Duplicate candidate conversion
Accepting a job offer does not mean the employee is ready for day one. Onboarding requirements become a checklist with owners, deadlines, documents and handovers, so the employee, manager and HR know what is complete and what is overdue. When it is time to create the employment record, the link between candidate and employee is reviewed and duplicate records are prevented. Sending invitations or granting permissions in external systems are separate activities and are not treated as available features without verification.
OutcomeDay-one readiness and clear accountability for outstanding requirements.
Reporting and follow-up questions
- Day-one readiness
- Open tasks
- Delayed cases
Who works here
- HR operations
- Line manager
- Employee
Explore the detailed capabilities 10
- Addition type selection + multistep hiring wizard
- Hiring readiness verification dashboard
- Pending worker and conversion to employee
- New employee invitation to enter their details
- Task-based onboarding journey / employee lifecycle
- Onboarding template files
- Day-one and readiness widget
- Checklist task execution directly from report rows
- Learning video and government forms within onboarding
- Automatic granting and revocation of system permissions
Screens and documents in this journey 1
- Onboarding and hiring journey
Goals and performance reviews
Reviews disconnected from goals are difficult to turn into decisions.
When goal definitions or evaluation criteria differ across departments, results become difficult to explain or link to a development plan. The journey starts with goals, KPIs, a review cycle and designated evaluators, then moves to feedback, approval and the recorded result. The management dashboard shows what is complete, what is overdue and where a stage requires action, without treating score distribution alone as a judgment of employee quality.
How does the process move?
We link each goal to the cycle, evaluation, feedback and follow-up date.
OutcomeAn explainable evaluation and development steps linked to performance.
- Inputs and data
- Evaluation cycle, Goals, Targets, Reviewers, Evaluation form
- Outputs and documents
- Approved or draft evaluation, Feedback, Linked development plan
- Cases that need review
- Overdue evaluation, Goal without a metric, Unapproved review
- Reporting and follow-up questions
- Evaluation completion, Overdue goals, Results distribution
- Who works here
- Manager, Performance HR
Explore the detailed capabilities 4
- Evaluation results by final/average score
- Goals
- Continuous competency feedback
- Posts and peer recognition
Screens and documents in this journey 5
- Goals and results
- Performance appraisal
- Appraisal cycles
- Rating calibration
- Employee engagement and feedback
Learning, skills and pathways
Training courses that are not linked to skills create activity, not impact.
Who works here
- Learning HR
- Manager
We link the required skill to the program, enrollment, result and certificate.
Training delivers value when it starts with a documented skills gap and ends with a result that can be reviewed. This section brings together learning programs, enrollment, achievement and skills linked to the job or development plan. The report distinguishes between attendance, completion and skill acquisition; employees are not credited with a new competency simply because a training program appears in their record.
OutcomeVisibility into skills gaps and training completion.
Inputs and data
- Skill requirement
- Skills record
- Training program
- Attendance/result recording
Outputs and documents
- Learning plan
- Training activity
- Results and completion
- Skills updates when verified
Cases that need review
- Training without a result
- Unmet need
- Unknown completion rate
Reporting and follow-up questions
- Completed/overdue training
- Skills gaps
Explore the detailed capabilities 2
- Career profile and explorer
- Courses and training progress
Screens and documents in this journey 5
- Learning center
- Training and course catalog
- Learning assignments and completion
- Skills matrix
- Development and career path
Talent and succession
Critical positions become a risk when there are no succession plans.
When a critical role depends on one person with no potential successor, their absence or move can catch the organization off guard. Succession planning helps document key positions, internal candidates and readiness plans. The reasons for selecting a candidate and their development needs should be visible, rather than allowing a "ready" rating to become an unjustified automated judgment.
How does the process move?
We link potential and performance assessments to prospective talent, successors and development plans.
OutcomeWell-considered succession readiness rather than individual decisions.
Inputs and data
- Critical jobs
- Internal candidates
- Potential readiness
- Development plan
Outputs and documents
- Succession plan
- Talent pool
- Approved development needs
Cases that need review
- Critical position without a successor
- Readiness assessment without evidence
Reporting and follow-up questions
- Critical position coverage
- Candidates by readiness level
Explore the detailed capabilities 2
- Performance vs. potential (9-box) and retention risks
- Succession plans with history
Screens and documents in this journey 3
- Succession
- Talent list
- Successor readiness
Outcomes and reporting
What does the decision-maker see in the end?
Results are read from the document, not from a number detached from its context.
Outputs and documents
- Candidate register
- Stage decision
- Onboarding plan
- Readiness task
- Approved or draft assessment
- Notes
Reporting and follow-up questions
- Applicant funnel
- Requisition age
- Day-one readiness
- Open tasks
- Assessment completion
- Overdue goals
These are business questions, not operational data.
Exceptions that should never disappear
- Overdue requisition
- Overdue task
- Overdue assessment
- Training without an outcome
- Critical position without a successor
A demo built around your work
Start from the work scenario that matters to your team.
We walk through one specific journey: the input, the user, the action, the status, the document and the report. Then we scope the demo to what your organization needs.
DIGIT · Talent is a journey, not a candidate file