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Talent Management

Talent Management Software That Connects Performance, Skills and Succession

Most organisations already run reviews, keep a competency framework, write development plans and hold a succession list. The trouble is that each one lives in its own document, built from its own evidence. CLEAR Talent puts them on one platform and one competency framework, so the rating from a review is the same data that drafts a development plan and informs who is ready for a critical role.

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Reviews, skills, IDPs & succession
Connected
Languages supported
16
Ava drafts, people decide
Human-led
CLEAR Talent Reports & Analytics screen with individual, team, department and executive summary reports, filtered by staff member and date range
What it covers

Talent management, from the first goal to the next role

Talent management is usually drawn as a lifecycle that starts with a job advert and ends with an exit interview. CLEAR Talent covers the part of that lifecycle where most of the judgement happens: what someone is asked to deliver, how well they deliver it, which capabilities they still need, and whether they could step into a bigger role.

It does not cover recruitment or applicant tracking, and it does not run payroll, time off or the core employee record. Those stay in the systems you already have. If buying hiring and performance from one supplier matters more to you than depth in assessment and development, a broader HR suite may be the better fit, and it is worth knowing that before a demo rather than after one.

Section 1
One platform

Four talent processes, one competency framework underneath

Each of these has its own page with the detail. What matters here is that they read from, and write to, the same record.

Performance

Goals that cascade from organisation objectives, KPIs, continuous check-ins, anonymised 360° feedback and review cycles with calibration, combined into one rating a manager can explain.

Competencies

One library of competencies with behavioural anchors and three to seven proficiency levels, role-specific target levels, and ratings that can be set to require evidence.

Development

Individual development plans drafted from the competencies that matter most for the role, ranked by the size of the gap, with owners, due dates and monthly check-in prompts.

Succession and the 9-box

Readiness ratings for critical roles, a 9-box grid with configurable axes and an audit log of every move, and dashboards that flag roles with fewer than two successors.

See competency management
Section 2
How it connects

How one set of evidence moves through the talent cycle

The value of a connected platform is not that four screens share a login. It is that nobody has to re-key, re-interpret or re-argue the same evidence at each step.

  1. 1

    Define what each role needs

    Each role gets the competencies it requires and the target level for each, described as observable behaviour. That definition is reused by every step that follows.

  2. 2

    Assess and review against it

    Self-review, manager review and 360° feedback rate the same competencies on the same scale, alongside goal and KPI scores. Calibration compares ratings across managers before they go final.

  3. 3

    Turn the gaps into a plan

    The assessment drafts a development plan around the largest gaps that matter most. The employee and manager edit it together, and the next assessment re-scores the same competencies, so you can see whether a gap closed.

  4. 4

    Decide who is ready for what

    Readiness for a critical role is read from the same competency ratings, performance trend and 360° input — "ready now", "ready in 1–2 years", "ready in 3+ years" — each with the specific gaps that stand in the way.

See how development plans work
Section 3
Why it matters

What changes when the talent processes share a record

When reviews, development and succession run in separate places, every talent conversation starts with an argument about whose numbers are right. The succession list was compiled from last year’s ratings, the development plan was written before the latest 360°, and the competency framework in the policy document is not quite the one managers rate against.

Running them on one framework removes that argument. A talent review opens with the same ratings, evidence and development history the manager saw in the review, a high-potential conversation can point at the competencies behind it, and a successor’s development plan is aimed at the gaps that stand between them and the role, not at a generic leadership course.

See succession planning
Section 4
AI with people in charge

Ava does the drafting across the cycle; people make the calls

Ava, the AI assistant inside CLEAR Talent, takes on the work that slows every talent process down: she drafts review narratives from goal scores, competency ratings, 360° feedback and check-in notes, consolidates 360° input into strengths, development areas and a suggested focus, and prompts a manager before submission when a rating pattern may indicate gender, recency or leniency bias.

None of that is a decision. Every Ava output is labelled, editable and logged, the manager accepts, amends or rejects it, and Ava can be switched off per review cycle, team or module. Your employees’ data is never used to train models for other customers.

See AI performance management with Ava
Section 5
Rolling it out

Where to start, and what each plan includes

A talent platform rarely goes live in one step, and it does not need to. Starting with the competency framework and one review cycle gives every later process something to read from; development plans follow from the first assessments, and succession builds on the ratings and plans that already exist. The rollout itself is scoped with each organisation before work begins.

Not every module sits on every plan. Talent & Succession Planning is one of the modules the quoted Enterprise plan adds, so check which plan covers the talent processes you intend to run before you scope the rollout, and raise anything unclear in the demo.

Compare plans and pricing
Section 6
Data and trust

Built to sit beside your HRIS, with the controls people data needs

There is no prebuilt connector to a named HRIS. Organisation structure, goals and ratings come in through CSV and Excel bulk import or the API, and records export to CSV, Excel or PDF on every plan.

Role-based access decides who sees which reviews, plans and succession data; sign-ins, exports and rating changes are audit-logged; and subject access request exports and right-to-be-forgotten workflows support your GDPR programme. The platform is hosted on Google Cloud Platform.

Visit the trust centre
Section 7
Keep exploring

Related solutions

Explore further

Guides, walkthroughs and more

All performance management solutionsSkills Management Software360° Feedback SoftwareIntegrations: import, API access and exportGuide: the 9-box grid and talent reviewsGlossary: what is a talent review?Buyer’s guide: best performance management software
Questions, answered

Frequently asked questions

Can't find what you're looking for? Talk to a specialist →

What is talent management software?
Talent management software is where an organisation manages its people after they are hired: setting goals, reviewing performance, assessing competencies, planning development and deciding who could step into critical roles. In CLEAR Talent those workflows share one competency framework and one set of evidence, so a rating given in a review is the same data that drafts a development plan and informs a succession decision.
Does CLEAR Talent include recruitment or payroll?
No. CLEAR Talent has no recruitment or applicant tracking product, and it does not run payroll, time off or the core employee record. It covers performance and development: goals and KPIs, review cycles, 360° feedback, competency assessment, calibration, development plans and succession. It is built to run alongside the HRIS and hiring tools you already have, so if one supplier for recruiting and performance matters most, a broader suite may suit you better.
How is talent management software different from performance management software?
Performance management is one part of talent management: the goals, feedback, reviews and calibration that judge how someone is doing in the role they hold. Talent management adds the forward-looking decisions built on that evidence — which capabilities to develop, who could move into a critical role and how ready they are. CLEAR Talent runs both on the same competency data rather than as separate modules with separate records.
Is every talent management capability on every plan?
No. Plans are published on the pricing page, and some modules sit only on the quoted Enterprise plan — Talent & Succession Planning among them. Check which plan covers the capabilities you need before you scope a rollout, and raise anything unclear in the demo so the quote covers the talent processes you actually intend to run, not only the review cycle.
How does Ava fit into talent management?
Ava drafts and summarises; people decide. She writes first-draft review narratives from goal scores, competency ratings, 360° feedback and check-in notes, consolidates 360° input into strengths and development areas, and prompts managers about rating patterns that may indicate bias. Every output is labelled, editable and logged, and Ava can be switched off per review cycle, team or module. Your data is never used to train models for other customers.
How does our existing people data get into CLEAR Talent?
There is no prebuilt connector to a named HRIS. Organisation structure — departments, locations, roles and reporting lines — along with goals and ratings comes in through CSV and Excel bulk import or the API, and records export to CSV, Excel or PDF on every plan. How your current data maps across is agreed during discovery, before anything moves.
Ready when you are

See talent management software in action.

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